| The pathway | The content | The results |
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- focused 360° feedback
- kick-off
- individual intake
- training module 1
- practical application
- training module 2
- individual overview
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levelling the playing field:
- identifying the key figures
- finding ways to connect
- forming alliances
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preparing yourself mentally
- expanding limited beliefs yourself and others
- knowing what you want to achieve
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being persuasive
- strategies that make your message more attractive
- strategies that reduce resistance
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evaluating the effect of your actions and adjusting where necessary
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Awareness
- Deeper insight in one’s own persuasive style and the consequences
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Knowledge
- Deeper insight in strategies of persuasion and their indications
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Skills
- Extended possibilities in forming alliances and in constructive approaches to playing the political game.
- Increased ability to have a message accepted
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Attitude
- Understanding the need to speak the language of the other in order to be heard
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| The pathway | The content | The results |
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- Focussed 360°-survey on actual influencing style
- 3-day training
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- Mindset
The impact of our thinking on our influencing behaviour
- Situation-oriented Influencing:
Positive Power and Influence:
Harrison & Berlew’s Influence Model
- Person-oriented Influencing:
The Myers Briggs Type Indicator (MBTI®)
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Awareness:
- Awareness of the effectiveness of your current influencing style
- Understanding your strengths and weaknesses
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Knowledge:
- A broad arsenal of influencing styles, their indications and counter-indications
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Skills:
- Assessing the effectiveness of your influence
- Ability to quickly shift influencing styles
- Ability to adapt your style according to the type of person you are facing
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Attitudes:
- Willingness to adapt your behaviour according to the result you want to obtain
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Decision making is a complex process. Decisions are the result of the interplay of both rational and non-rational dynamics. This training program emphasizes the less known irrational side and shows how insights in those dynamics lead to powerful strategies for influencing.
| The pathway | The content | The results |
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- The building blocks of judgement and decision making: the role of perception, memory, context and the format of questions
- How do we make decisions and why are there so many biases involved?
- What happens when judgements and decisions are made in group?
- What are the most common traps in decision making and how can they be avoided?
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Knowledge:
- insight in both irrational and less rational processes of decision making and their applications
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Skills:
- enhanced capacity to influence decisions towards a common shared objective, based on the understanding of decision making dynamics
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Attitudes:
- acknowledging and feeling at ease with the non-rational aspects of decision making processes
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| The pathway | The content | The results |
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- Preparing a case
- 2-day training
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- Phases in negotiating
- Dilemmas at negotiating
- Positional negotiating vs. Principled negotiating
- Separating content from relationships
- Identifying stakes and making interest charts
- Working with objective criteria
- Working with BATNA (Best Alternative To A Negotiated Agreement)
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Knowledge:
- Knowing the Harvard model: addressing both results and relationships
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Skills:
- You negotiate more effectively, creating a win-win situation whenever possible
- You are more capable of reaching your goals without unnecessary disruption of the relationships
- You are able to discover and address the stakes of both parties
- You use interest charts in negotiations
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In order to effectively get things done in an organisation, it is crucial to actively deal with the reality of diverse agendas and interests. This program demonstrates how leaders, individuals and groups use power to serve their purposes. Participants will be supplied with strategies to influence the balance of power.
| The pathway | The content | The results |
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- Types of political behaviour
- Sources of power and influence
- The importance of networks and relations to get things done
- A model for change management rooted in “politics”
- Application of concepts to the cases of participants
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Knowledge:
- Sources of power and influence and tools to track and analyse them
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Skills:
- Techniques to identify key-persons, to enlarge your network and influence the balance of power
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Attitudes:
- Insight in and evaluation of your implicit mental models and motives about deliberately playing the political game
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Often, presentations to senior management are unique opportunities to influence decision making on a very high level. Two characteristics make such situations difficult: you have but one chance and time is very limited. Avoiding every possible mistake is crucial.
| The pathway | The content | The results |
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- Introductory talk between the Kenaz-consultant and a representative of senior management on goals, roles and process.
- 1-day training
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- Generic do’s and don’ts for presentations to senior management
- Practice of the suggested techniques through a board-presentation with peer-feedback
- Integration of the feedback in a second version of the same presentation. For this version, the feedback will be provided by a member of the senior management
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Knowledge:
- Insight in the typology of senior managers and their decision making style
- Knowledge of generic do’s and don’ts for this type of presentation
- Understanding the specific do’s and don’ts for presenting to your company’s senior management
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Skills:
- Enlarged effectiveness and efficiency of board-presentations
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Attitudes:
- Confidence and presence when facing senior management
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In a meeting, how can I have the necessary impact to influence decisions, convey my view and convince the stakeholders? For that, you sure need good ideas and solid arguments. But on top of that, you need them to be heard and accepted in the discussion. In this training, we supply you with an eclectic toolbox of techniques from rhetoric, the art of debating, sales- and influence techniques; anything that may help you to develop more “personal power”.
| The pathway | The content | The results |
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- Filling out a brief questionnaire on your current style of debating
- 2-day training
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- A typology of debating styles
- Types of argumentation from classic to rhetoric
- Non-verbal display of resolve and confidence
- Responding to various types of criticism
- Practice of techniques in debating simulations
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Knowledge:
- Having a large toolbox of argumentation techniques
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Skills:
- Building a solid position with arguments that have impact on your audience
- Being highly visible in meetings
- Being able to put up a strong defence in discussions
- Being able to respond to counter-argumentation by identifying ‘false’ arguments
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Attitudes:
- Believing in the strength of your argumentation
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As a facilitator, how can I influence a group process to achieve a pre-set goal and ensure commitment and buy-in of group members?
| The pathway | The content | The results |
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- Filling out a brief questionnaire on your current facilitation style
- 3-day training
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- Introduction of the Kenaz Model of Facilitation®, 4 facilitation styles with their typical strengths and weaknesses
- Instruments and techniques to jointly prepare, analyse, plan and implement an assignment
- Choosing the right amount of participation: the Vroom & Yetton Model
- Aligning the team on the objectives of the task and creating/maintaining commitment.
- Capitalizing on the specific strengths of team members
- Tips and tricks to deal with resistance, appropriate behaviour and difficult groups
- Practicing techniques both in simulated and real-life cases
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Knowledge:
- Having a toolbox of techniques to prepare and facilitate group processes
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Skills:
- The ability to cope with problems and achieve group goals effectively
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Attitudes:
- Being confident about one’s facilitation competences
- Understanding the necessity of style versatility
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Lobbying is often associated with back-room secrecy. In reality, it is an acceptable means for interest groups to get into contact with politicians and their co-workers in order to influence decision making. Approximately 30000 people make a living out of lobbying in Brussels alone. A good lobbyist should be able to develop well built and legally correct proposals and have strong argumentation skills to convince his counterparts. Moreover your proposals should also reach the politicians. That is the true art of lobbying.
| The pathway | The content | The results |
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- The golden rules of lobbying
- Toolbox of instruments, strategies and methods
- Tips & tricks for lobbying on local national or European level
- Identifying key-figures, people with influence
- Choosing the right intervention for every phase of the decision making process.
- Creating win-win-situations with political key-figures and thus playing a constructive role in the political debate
- Analysis of successful cases in European lobbying
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Knowledge:
- Knowing when and how to intervene to have a positive effect on decision making (and understanding why)
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Skills:
- Being able to build a specific action plan to identify key-figures and influence them through various channels
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Attitudes:
- Feeling comfortable about one’s own active role in lobbying
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