Improving your Leadership Communication and Motivational Skills with Emotional Intelligence.

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Free Bonus Your own personal Behavioural Analysis Report (Value £100.00) An incredibly accurate 24 page in-depth report on the way you personally behave in front of other people; to help you start relating to other people who are different to you. When you take part in 'Improving your Leadership Communication and Motivational Skills with Emotional Intelligence', you will get this free bonus report and discover: What we have with most managers and leaders, is a classic situation of, “They don’t know, what they don’t know”. At present, many managers are passing on all their weaknesses to their team, as well as not passing on what they don’t know. Leaders must have good knowledge of their own behaviour, and that of others who are not like them. As you know, there are many different types of behaviour within different teams. Without behavioural knowledge, your team will be selling and communicating in their own behavioural way, which cuts out about 40% who they could also sell to, and communicate easily with. People buy into people. People buy into people they like. People buy into people who are like themselves. People DO NOT perform for people they don’t like. If we aren’t aware of the different types of people behaviour, we end up communicating, mostly to people who are like ourselves. The key is to understand the different behavioural types, and be able to mask our behaviour, to be like the buyer for a short while, to get them to like us, and buy from us. Or be like our colleague for a short while, to get them to buy into us. The D.I.S.C. system, behavioural analysis reports, have four core behavioural types. Here are the national percentages for the UK: Other countries around the world vary slightly. D Dominance 15 % I Influence 33 % S Steadiness 38 % C Compliance 14 % People won’t easily empathise with the behaviours of some other people. Without prior understanding, we generally ‘get on’ with 60% of the people we come into contact with. We struggle with the others. For teams to succeed, recognising their own behaviour is the start. Most people aren’t aware they can change their behaviour and attitude. You may have some of the, ‘I’m too old to change’ brigade, within your team. People who know themselves, and can recognise the behaviour of others; have a huge advantage over others, when communicating, selling, leading and managing. In this accurate report you will learn how you behave and then in the seminar, you'll learn how, if you wish, you can change yourself to be anything you want to be. You get to understand how you can change your behavioural style for the better. The objective here is to apply this new knowledge into your communication and leadership. You'll be able to recognise different behaviours, and adapt to the behaviour of that person. Each different behaviour has a preferred method of communication, and has a tendency to dislike other methods of communication. Examples… Dominant people… want things to move quickly, are easily angered and don’t want to know the details. They want to control negotiations. Very demanding and often aggressive. They tend not to get on with steady and compliant people. Influential people… tend to be ‘showy’. They talk a lot, and expect their liaisons to be fun. Tend to be enthusiastic and show their emotions. They don’t like details. These are the party people. They tend not to get on with the steady and compliant people. Steady people… tend to be more traditional. They have concern fro innovation and want to see things tested in the market place. They show very little emotion, so are difficult to read, without behavioural knowledge and advanced communication skills. They have a slower pace than the other behaviours, and can’t be rushed. Very agreeable people, just to keep the status quo, so most people can’t tell if theses people dislike you. They’ll agree, just to get rid of you. Compliant people... are information junkies. They overload on data. They invariably ‘want to think about it’, so whilst still in control, you have to let them, as part of the process. They’re cool, calculating, accurate, precise people. They must follow rules and procedures and hate being manipulated…hence…they hate showy people, and feel it’s an endurance to have to go through the motions of buying from sales people. They are very ‘stand offish’ and hate ‘touchy-feely’ people. They have a tendency to dislike dominant and influential people. With this knowledge, and knowing how to recognise these different behaviours, you can adapt to the different behaviours, be more liked, and be in control. When you understand your own behaviour and then that of others, we can show him how to change the way you communicate. Right now most people feel that other people should be more like them, and feel they have no need to adapt to other people. In a day with Glenn Harrison, people have a paradigm shift. They acquire knowledge that they didn’t have before, which immediately creates change. From this report, you will learn : The 4 dimensions of normal behaviour. How to correct your report to make it 100% accurate.   How to interpret the report so that you don't make the same mistakes that most people make. What your current work style is and how other people see you at work. What your value is to your organisation. You may have hidden values that your organisation can benefit from. How you prefer people to communicate with you so that others can see and adapt to your needs for better performance. How you dislike people communucating to you, so that others can see and adapt the way they communicate to you, to reduce your anxiety and improve your performance. The best wat to communicate with the 4 different behavioural styles. You'll also learn: What your ideal work environment is so that you can change environment or learn to adapt. How you see yourself in the way you behave in front of others. How other people see your behaviour when under moderate pressure. It may not be what you expect. How people see you behave under heavy pressure so you can be aware how to adapt. How you handle challenge from others. Your method of solving problems compared to others. How you handle people and conflicts. How you influence people. How you handle change. Your level of consistency in the work environment. How you respond to rules, procedures and regulations How you react to constraints. That you may have a natural style and a workplace adapted style: a mask that you wear at work which may be stressful to you. What motivates you in the work environment, what demotivates you and how this hinders your performance. How you like to be managed for you to perform at optimum performance. The areas of improvement you can make in your behaviour to perform better. To develop an action plan from the information in the report. How strong your tendancy is towards decisiion making and getting results. How strong your tendancy is towards urgency. How strong your tendancy is towards a clear vision for the future. How strong your tendancy is towards motivating others.   How strong your tendancy is towards your self-confidence. How strong your tendancy is towards a customer/employee interface. How strong your tendancy is towards listening to people. How strong your tendancy is towards follow-up and follow-through. How strong your tendancy is towards consisteny. How strong your tendancy is towards paperwork.   How strong your tendancy is towards attention to detail. How strong your tendancy is towards following policy. You too could be benefiting from the advantages I have outlined so far. But don't take my word for it. Listen to what other people have to say about these behavioural analysis reports. Look at what Charlotte Kao writes. “Thank you for the eerily accurate behavioural analysis report that I received from you. I have had one other assessment carried out through Thomas International, which was also very accurate, however, on comparison I found your report to be much more in-depth, less general, and the ‘Keys to managing myself’ much more informative. It has been an excellent learning curve for me; and I am able to improve many of my weaknesses that were picked out in the report; as well as developing my strengths. My manager also found it to be ‘amusingly’ accurate; particularly the part about how I behave under pressure. It’s been a useful management tool for him. Thank you very much. Charlotte Kao, Consultant, Austin Benn Human Resourcing. Look at what Olivier Kramer writes. “Thank you for the conference and the various presentations. I found it useful and interesting. The two issues that I thought were particularly interesting are the general behaviour description (First section of the report… very accurate.) and the DISC analysis, which I have already tried to practice with, in my first meeting this morning. It has certainly made me aware of what, in my personal adapted, or natural behaviour, could potentially not be too well accepted by ‘high C’ and ‘high S’ people that I come to meet. Thanks again for this great presentation. Olivier Kramer Lombard International Assurance SA Look at what Heather John writes. “It made me look at my responses to the work environment and made me question whether I need to modify aspects of my behaviour. Most importantly, it has reminded me to be aware of the image I project to others. It was interesting understanding DISC. Lots of useful tips” Heather John, Manager, Jobcentre Plus.   Look at what Emma Heppenstall writes. “Initially I did not think the report was very accurate. However; going through and understanding the background made me realise that it was indeed accurate. It was useful going through the reports and identifying communication tips. If longer time had been available, then a more interactive body language and behavioural session would be better. Good day.” Emma Heppenstall, Project manager, Jobcentre Plus. Look at what Maxine Layton writes. A good useful review of skills. Presented well. Thank you! Learning to understand the behavioural analysis graphs and scores was really useful; along with the positivity, because I enjoyed being reminded of the possibilities to change perceptions and behaviour.” Maxine Layton, Learning and development manager, Jobcentre Plus.