A process for positive thinking and self-talk that managers quietly work around has already failed. The organisation's reputation as an employer is built or lost through thinking and self-talk. Improvement in the people management and development discipline stalls when it depends on one capable individual rather than a defined method. They acquire practical criteria for judging when positive thinking and self-talk is working and when it is only appearing to. The programme uses small-group work so that each participant's treatment of the people management and development capability is examined, not just described. It concentrates on the parts of thinking and self-talk that determine outcomes and treats the rest proportionately. Across sectors, teams that rehearse positive thinking and self-talk outperform teams that only plan it. It suits anyone whose decisions touch thinking and self-talk, in large organisations and small ones alike. Participants leave with a first-ninety-days plan for the practice within people management and development rather than a set of notes.
Expected Learning Outcomes
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Review positive thinking and self-talk annually against what actually happened, not what was intended.
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Ensure decisions taken under thinking and self-talk would withstand external scrutiny.
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Assess the cost of positive thinking and self-talk and the cost of leaving it as it is.
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Establish escalation routes for thinking and self-talk that work outside normal hours.
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Assess the current state of positive thinking and self-talk against a structured set of criteria rather than impressions.
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Design a practical operating method for thinking and self-talk that fits the organisation's size and maturity.
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Prepare managers for the emotional load positive thinking and self-talk places on them.
Who Should Attend
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Senior leaders accountable for the culture positive thinking and self-talk produces.
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Talent and organisational development specialists working on thinking and self-talk.
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Members of committees that take decisions affecting positive thinking and self-talk.
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Recruitment and resourcing staff affected by thinking and self-talk.
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Internal communications staff explaining positive thinking and self-talk to the workforce.
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Planning staff whose forecasts and budgets are affected by thinking and self-talk.
Course Modules
Open any module to see its sessions and topics.
01
Positive thinking and self-talk: communication and employee understanding
2 sessions · 8 points
Session 1The decisions in positive thinking and self-talk that cannot be delegated
Define acceptance criteria for positive thinking and self-talk in advance.
Ask employees what thinking and self-talk feels like from their side.
Collect evidence on the present handling of positive thinking and self-talk before proposing changes.
Define the trigger that would require thinking and self-talk to be redesigned.
Session 2Costing thinking and self-talk honestly, including the cost of inaction
Verify six months later that changes to positive thinking and self-talk have held.
Test the policy on thinking and self-talk against three real cases from the past year.
Record the rationale for each significant choice made about positive thinking and self-talk.
Estimate the cost of thinking and self-talk and the cost of leaving it unchanged.
02
Thinking and self-talk: records, privacy and legal defensibility
2 sessions · 8 points
Session 1The paperwork for thinking and self-talk that is actually needed
Confirm that contractual obligations around positive thinking and self-talk are understood.
Script the difficult conversation thinking and self-talk requires and rehearse it.
Design the communication for positive thinking and self-talk around the questions people will actually ask.
Write down the assumptions underpinning the approach to thinking and self-talk.
Session 2The exception to thinking and self-talk that sets the precedent
Build the internal briefing that explains positive thinking and self-talk to those affected.
Plan succession for roles most exposed to thinking and self-talk.
Compare intended and actual outcomes of positive thinking and self-talk honestly.
Identify where judgement in thinking and self-talk is legitimate and where it is not.
03
Thinking and self-talk: the manager conversation that decides the outcome
2 sessions · 8 points
Session 1Applying thinking and self-talk consistently to the person you like least
Train line managers on positive thinking and self-talk rather than handling every case centrally.
Check that thinking and self-talk still works when volumes rise unexpectedly.
Check that positive thinking and self-talk complies with current labour regulation in every location.
Build the appeals route for thinking and self-talk and publish it.
Session 2What your existing data already says about positive thinking and self-talk
Assign responsibility for keeping documentation of positive thinking and self-talk current.
Review whether thinking and self-talk is aligned with the objectives of the workforce.
Set the consistency check that catches uneven application of positive thinking and self-talk.
Reduce the variation in how thinking and self-talk is carried out between teams.
04
Thinking and self-talk: cost, benefit and workforce planning
2 sessions · 8 points
Session 1Appeals and grievances arising from thinking and self-talk
Confirm records relating to positive thinking and self-talk meet retention and privacy rules.
Define who decides on thinking and self-talk and who may only recommend.
Measure the effect of positive thinking and self-talk on retention and performance, not activity.
Draft the minimum viable people policy for thinking and self-talk.
Session 2Getting other functions to support thinking and self-talk
Plan the sequence in which improvements to positive thinking and self-talk will be introduced.
Identify single points of dependency in thinking and self-talk and reduce them.
Set the annual review point for positive thinking and self-talk and who attends.
Document the reasoning for every exception granted under thinking and self-talk.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
Workshop or Program Participation
Airport Transfers
Customized Badge
Expert Mentorship (Private Sessions)
Supervision & Secretarial Services
Accredited Certificate of Participation
Complete Training Kit
Coffee Break
Closing Ceremony
Gold Package
At least 3 people
USD1,850
5-night stay in a 5-star hotel
Workshop or Program Participation
Airport Transfers
Customized Badge
Expert Mentorship (Private Sessions)
Supervision & Secretarial Services
Accredited Certificate of Participation
Complete Training Kit
Coffee Break
Closing Ceremony
Complete your registration
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