The objective of this program is to inspire and to equip the participants with the knowledge and techniques on how to become an effective leader through Neuro-Linguistic Programming (NLP). Business Finance for Every Managers & Leaders The Finance for Non-Finance Managers training is course is specifically designed to equip managers and professionals with no finance background to understand the basic and fundamental principles of financial management required in managing daily organization operation. Every company & organization strives and promises excellent customer experience to their existing and potential customers.
Having a well developed financial model will allow any companies to perform  better in their market and business environment. In today’s fast-pace business, many functional managers or supervisors in many organizations have to handle human resources issues as part of their daily job.
In the professional world, Emotional Intelligence (EQ) has been acknowledged by many as one of the key to success factors for career advancement and improvement.
Every people manager or team leader has to manage their team to achieve the best-expected outcomes. You’ll find that the higher you are in the management hierarchy, the less likely you are to be in touch with reality. Put all four of the preceding skills together, because you’ll need them when you try to persuade someone to do something you want done. Leadership is a specialized form of persuasion focused on getting other people to follow you in the direction you want to go. This is the ability to break down large tasks into sub-tasks that can be assigned to individual employees.
When higher management can’t give you consistent direction in a certain area, it’s up to you to shield your employees from the confusion, remove the apparent uncertainty, and lead your employees in a consistent direction until there’s a good reason to change that direction. Most managers have a budget, and you’ll have to be able to set the budget and then manage to it. This article explains some of the things you’ll need to learn before you become a successful manager.  You can probably become a manager without having all of these skills, but you’ll need all of them to be really successful and to get promoted to higher levels of management. Just learn as much as you can about each skill, take nothing for granted, and focus on doing the very best that you can do. Their ability to convey ideas, influence another, and getting feedbacks is key to their success in their job that eventually creating value for the organization. With this training, you will sharpen your already existing communication skill and take it up to a higher level, customize it to your success performing the job and managing your teams. By using NLP, it is expected that they can complete their leadership qualities and perform in that role successfully. Can your presentation inspire, engage, influence, or even make people to take on an action? No one would argue that without its customers or clients no organization may exist in the first place.
It means they can have better strategic planning, detailed valuation analysis, multi-year budget perspective, or better management of their budget facilities as well as CAPEX programs. And in order to perform this important mission, they need to understand that they are dealing with people who have their own individual challenges. Changes are ever-present and are affecting us as well as demanding our capability to respond for our continuity.
Some managers get so impressed with themselves that they spend much more of their time telling people things than they spend listening. Managers get a lot of brown-nosing, and people tend to sugar-coat the news and tell managers what they want to hear. You should be able to understand how people feel, why they feel that way, and what you can do to make them feel differently. It’s assumed that the leader will march into battle at the head of the army, so be prepared to make the same sacrifices you’re asking your employees to make.

You can’t lead in a hundred different directions at once, so setting an effective leadership direction depends on your decision not to lead in the other directions.
Your ability to solve them is critical to the ongoing success of your organization.  Part of your job is to remove the obstacles that are preventing your employees from doing their best. These other alternatives may propose the use of additional resources beyond the current budget, or they may propose a change in the objective that’s more achievable. Although both “Management” and “Project Management” contain the word “management,” they aren’t the same thing. No one expects a new manager to be superior at every one of these skills, but you should be aware of all of them, and you should do everything you can to learn more about each skill. Communication skill includes listening skill, build relationship, set clear priorities, facilitate collaboration, and conveys the organization’s vision.
It is a staggering number and a challenge for any organizations and management teams to face this reality. And to be able to deal with change, it is important that we embrace, strategize, and manage these changes. Whether you’re trying to convince your employees to give you a better effort, your boss to give you a bigger budget, or your customers to agree to something you want to do for them, your persuasion skills will be strained to their limits. Ideally you want to figure out how to accomplish a large objective by dividing the work up into manageable chunks. But what’s more important, it’s your job to absorb the heat to keep it from reaching your employees.
Management implies a focus on people, while Project Management implies a focus on the project objective. Some of that learning will come through education (like reading the articles on this web site — you might want to subscribe).
And ask for feedback — in many cases you won’t know what you could do better unless someone tells you. So if communication is so intrinsic to our nature, why is it that some business people are good communicators and others are bad?Whether it's one member of staff or 100,000, communication must be managed if it's to be effective. Consider working closer and communicating with all stakeholders - partners, suppliers, investors and the local community. It’s the only way you’re really going to find out what’s going on in your organization, and it’s the only way that you’ll ever learn to be a better manager.
Listen to what people tell you, and ask questions to probe for the truth.  Develop information sources outside of the chain of command and regularly listen to those sources as well. And whether you think so or not, you’ll always have customers.  Customers are the people who derive benefit from the work you do.
Focusing effort means picking the most important thing to do and then concentrating your team’s effort on doing it. The people working on each chunk should be as autonomous as possible so that the tasks don’t get bogged down in endless discussion and debate.
You can be a Manager and a Project Manager, or you can be a Manager without being a Project Manager.
Typically, the most successful way to ensure inclusive and effective communication is to use 'carrots and sticks'.
The 'buy-in' of the whole supply chain can bring to the fore issues that may be missed by looking in one single direction.
You need some substance in the communication, of course — you need to have something worthy of being communicated. If no one derives benefit from your work, then what’s the point of keeping your organization around?
You can also be a Project Manager without being a Manager (in which case you don’t have people reporting to you — you just deal with overseeing the project-specific tasks).

This may sound simplistic but if it's utilised within a range of communication methods, the results can be immediate and sustainable.So how do you use it?1) Authenticity. But substance isn’t enough — if you know what you’re doing and can’t properly communicate it to anyone else, then you’ll never be a good manager.
And you have to carefully assess each employee’s strengths, weaknesses and interests so that you can assign the best set of sub-tasks to each employee. Vital information and critical issues can be passed along the supply chain improving internal and external relationships. It's imperative to avoid double standards of behaviour; communication is not just written or verbal.
Your behaviour creates your business culture and determines whether your staff listen to you or switch-off whenever you're around. It's rare that beating your partners with a stick will encourage collaboration and mutual exchange of ideas.4) Targets.
If you don't set the standards, no amount of 'carrot and stick' will be sustainable.2) Feedback. People are more likely to support incentive schemes that are particular to them and their role. This is the archetypal 'stick', typically used in direct sales and can be effective if used sparingly. This is an excellent 'carrot' tool; employees feel engaged, encouraged and included in their own personal development. A formal process of staff dialogue ensures that each member of the team has the opportunity to discuss themselves, their performance and their development.
These regular one to one dialogues should include personal targets, peer feedback, team working, training and personal development. The benefit of fixed, known targets avoids confusion, if and when you need to get the stick out.5) Multi-method. It's important to recognise that individuals have different preferences with regards to how they receive and process information. Ongoing informal communication and feedback is critical so that staff do not feel that they're only important once a year. Finding the right combination of delivery methods for a message can be critical to its acceptance. Encourage feedback through suggestion schemes, cross-team meetings and engender an open environment. Use personal announcement, written notification, graphics, video etc to ensure that all parties have access to a method they are comfortable with absorbing; think of the audience, not just the message.
Full visibility of all staff targets across the business can be effective for team working and improve cross-functional cooperation - and ensure that if you need the stick, everyone knows you're hitting the right person with it! Visible recognition of over-achievement is a vital component of team working and recognition of all functions and people develops a democratic environment.
In essence, if a carrot and stick method is required, always use the carrot first and only use the stick sparingly.
In this way communication will increase, team work improve and your reputation for ethical and fair leadership will spread.

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