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1、个人技能发展系列Personal Capacity Development Series107培训师培训(TTT)课程 (2天)培训目的了解群体需求并相应地调整教材利用一系列活动、视频教具、运动甚至房屋布置活动，来营造热烈气氛使您与学员及管理层彼此建立可靠的信任运用最新的技巧来促进成人的学习能力学习快捷高效的方式处理难缠的学员及最糟糕的情形培训对象希望成为成功培训讲师的人士；希望提高表达、沟通技巧的人士；企业中高层、HR经理、培训主管、讲师Training the Trainer Course (2 days)ObjectivesLearn participants needs and adj
2、ust training mate- rials accordinglyLearn to activate participants by using video devi- ces, physical exercises or even classroom decora- tionLearn to build up trust with your participants and the managementLearn to improve adults learning capacity by using new skillsLearn to effectively deal with t
3、ough participants and the worst situationTarget ParticipantsThose wishing to become successful tutors, those who want to present and communicate more effectively, middle and top management, HR managers, training supervisors, tutorsCourse OutlineTraining requirement analysisSetting up training framew
4、orkDesign training course and materialsTraining approachesCharacteristics of excellent tutors Characteristics of adult learningFinding the accelerated quick learning methods Whole brain learning8 IntelligencesKick off skillsLanguage and body languageThe skills of asking and answering questionsGuidin
5、g skillInteractive training skillTo conclude the training course impressively Training evaluation内容大纲培训需求分析建立培训框架培训课程的设计和教材准备丰富多样的培训方法培训风格,优秀讲师的特质成人学习的特点培养快速学习方式全脑学习方式快速学习的8大方式开场技巧语言与肢体语言提问与回答的技巧学员引导技巧现场气氛掌控印象深刻的结尾培训效果评估方法个人技能发展系列Personal Capacity Development Series108演讲与表达技巧课程 (2天)培训目的基本掌握根据演讲目的快速设
6、计演讲稿的方法；学习演讲技巧并现场演练培训对象需要在正式商务场合做产品推介、公司宣传、专业培训、方案介绍、工作汇报等公众表达的各类专业人士Presentation Skills Course (2 days)ObjectivesLearn to quickly design your presentation based on your goals and audience, study presentation skills and practice the skills.Target ParticipantsThose who need to promote their products,
7、 organiza-tions, or offer training services, make introductions and presentations on formal business occasionsCourse OutlineSuccessful presentation skillTime controlImpressing voiceImpress audience with your featureBody language and expression To be in fine featherTo prepare the presentation materia
8、ls Topic and objective of the presentationPrepare the presentationPresentation framework and connectionPrologue & tagSomething to be avoided Visual appliance Usage of white board, projector and so onTo make your presentation more vividTo understand your audience Problem solving内容大纲成功演讲的基本技巧对时间的良好感觉让
9、你的声音充满感染力用目光和表情打动听众丰富而难忘的身体语言演讲的准备及紧张情绪的克服演讲内容的准备决定演讲的目的与主题如何做演讲的准备演讲内容的结构、架桥与串联开场白与结束语应该避免与注意的地方辅助工具的使用和强化手段白板、夹纸板、投影仪、讲义及实物等媒介使用如何让你的演讲更生动、更形象了解你的听众问题的处理个人技能发展系列Personal Capacity Development Series109问题解决与决策课程 (2天)培训目的培训目的帮助中/ 基层经理解决运作过程中所存在的问题 了解如何选择解决问题的策略 认识到可行性是决策实施的基础 通过系统性的决策解决问题培训对象企业部门主管和中
10、层经理；已担任管理职务一段时间，希望提高自身解决现有问题及决策能力的企业部门主管和中层经理内容大纲第一单元 组织内的问题第二单元 管理人员的角色第三单元 问题解决与决策拓展方案与创造力Problem Solving and Decision Making Course (2 days)ObjectivesTo help managers solve problems in operationLearn how to choose a solution strategyUnderstand feasibility as the basis for executing the decisionsS
11、olve problems through systematic decision mak-ingTarget Participants Department supervisors and mid-level managers, man-agers who have some experience and wish to improve management skills, and problem solving and decision making capacityCourse OutlineTraps in decision making Incentives for solving
12、problems Features of behavioral style Behavioral styles impact on PSDM Definition of problem solving Comparing problem solving and decision making Process of problem solving and decision making Connection between thinking model and PSDM PSDM benchmarkIdentifying subject of the problem Analyzing the
13、problem Setting goals and making plans Analyzing the root causes Making plans to solve problems Implementing the plan and follow up Assessing the outcome and standardizing Making follow-up improvement plansPart 4 Systematic problem analysis and solving pro- cessPart 1 Problems within the organizationPart 2 Role of the managersPart 3 Problem solving and decision making决策的陷阱 解决问题的动力行为风格特征概述 行为风格对PSDM的影响 问题解决的定义 问题解决和决策的共同点和不同点 问题解决和决策的过程 思维方式与PSDM的联系 好的PSDM确定问题主题 分析问题的现状 设定目标，拟定计划 分析问题根本要因 拟定解决问题的对策 对策的实施与追踪 评估成果并标准化 拟定后续改善计划第四单元 系统性问题分析与解决的步骤
