Senior leadership and management

  1. image-Annual-reports-square-IH.jpg Annual reports: Getting to grips with annual reports

    STOP PRESS…Give tenants what they want – get to grips with annual reports – half-day practical workshop.
  2. image-Developing-a-commercial-perspective-square-IH.jpg Commercial skills – Developing a commercial perspective – an introduction to commercial skills and market environments

    Starting or acquiring a commercial business? Looking to develop into new markets? Thinking of diversifying and buying an existing business or need to grow your business into a profit making entity?
  3. image-Complaints---values-into-action-square-IH.jpg Complaints - High quality written responses to complaints - values into action

    When people complain they want to be heard, understood and dealt with fairly. Responding to complaints is an important task often carried out by people who are not communication specialists.
  4. image-Managing-conflict,-confrontation-and-challenging-behaviour-square-IH.jpg Conflict, confrontation and challenging behaviour – managing it

    ‘Confrontation’, ‘conflict’, ‘challenging behaviour’ - terms that stop people managers in their tracks because they are uncomfortable, destructive and stressful. This interactive workshop is focused on the skills to help managers feel and be more confident in tackling uncomfortable situations, view conflict as less of a threat and accept that at times, inevitably, human interactions go wrong.
  5. image-Difficult-conversations-square-IH.jpg Conversations: Having difficult conversations – handle them well, be more effective – half-day course

    At work, at home – difficult conversations are attempted or avoided every day.
  6. image-Navigating-the-development-maze-square-IH.jpg Development – Navigating the development maze

    The last few years have seen significant shifts in how new housing provision is publicly and privately funded, and a move from a focus on meeting needs by providing affordable rent to homes for sale.
  7. image-Development-basics-for-boards-and-committees-square-IH.jpg Development basics for Boards and Committees

    This is a half day training session specifically designed for board and committee members working with or new to housing development.
  8. image-Disciplinary-and-grievance-appeals-square-IH.jpg Disciplinary and grievance appeals for boards/executives

    Many housing organisations manage employee disciplinary and grievance situations well, but when things progress to appeal stage they can often involve senior executives and Board Members who have little involvement with employee relations issues and who may find it hard to scrutinise the decisions made by managers and adopt an impartial and fair stance for all concerned.
  9. image-Governance-in-the-virtual-world-square-IH.jpg Governance in the virtual world – half-day course

    Achieving the best in governance and board effectiveness was tough enough before the coronavirus turned the world upside down. Now it’s got that much more difficult.
  10. image-High-performance-teams-square-IH.jpg High performance teams – half-day course

    People have to work together – whether as part of a formal team, or a project group or just as colleagues working for the same organisation.
  11. image-Leadership-at-every-level-square-IH.jpg Leadership at every level – how to be influential – half-day course

    Don’t be limited by your job title and make sure others aren’t limited by theirs.
  12. image-Leading-strategically-square-IH.jpg Leading strategically to develop a high performing culture – half-day course
  13. image-Manager-to-leader-square-IH.jpg Management: How to develop from manager to leader – half-day course

    Are you a manager of a team thinking about your next step into a leadership role?
  14. image-Middle-managers-square-IH.jpg Management: Middle managers – intensive skills workshop

    Middle managers have one of the most challenging jobs in the business. Everyday they balance and juggle a variety of different often competing demands. From their bosses – boards, directors and senior managers – and their frontline staff and customers. These situations can be very complex and demanding, particularly when going through change. It calls for flexibility, sound judgements and decisions as well as diplomacy, empathy and plain common sense.
  15. image-Expectations conversation Square IH.jpg Management: The Expectations Conversation – 90 minute course

    The Expectations Conversation is probably one of the most important conversations you can have with people with whom you work. It’s short – taking no more than 30 minutes – but it sets the tone for an open and honest relationship right from the outset.

  16. image-Agile-workforce-square-IH.jpg Managing an agile workforce

    Housing organisations are facing a number of business drivers for implementing more agile ways of working.
  17. image-Managing-for-the-first-time-square-IH.jpg Managing for the first time – team leader and managers

    Your first management role is highly likely to be a major shift in responsibility. You have an opportunity to set the tone for your new team, set out your intentions as a manager and show how you will be successful. You may also be daunted and overwhelmed by the range of tasks you have to quickly become familiar with, and the breadth of what’s expected of you as a manager of people. If you have been internally promoted, there will potentially be another set of challenges to face and overcome.
  18. image-Managing poor performance square IH.jpg Managing poor performance – half-day course

    The ability to monitor, manage and resolve poor performance presents a big challenge to line managers. But failing to do so means we may become complicit in that behaviour. Research shows how a manager’s inability to manage a poor performer can have a negative impact on the rest of the team – yes, even your star performers!

  19. image-Meetings-that-work-square-IH.jpg Meetings that work

    Meetings can be good or bad, useful or ineffective. Bad meetings use up time, resources and energy and can leave people wondering why they were even present. Effective meetings leave people feeling positive, and knowing what their next steps are.
  20. image-Virtual-meetings-Square-image-IH.jpg Meetings: How to run brilliant and inclusive virtual meetings – half-day course

    We are all spending more and more time in virtual meetings – and this is likely to continue. But are we making the most of them? Are they as productive as they could be? Are they even needed?
  21. image-Mergers---the-people-and-culture-aspects-square-IH.jpg Mergers – the people and culture aspects

    As more housing organisations plan mergers and go through a merger or acquisition process, it is vital that these mergers are successful to deliver what both original organisations set out to achieve by merging.
  22. image-Motivating teams square IH.jpg Motivating teams – find the spark

    Who is responsible for managing and motivating employees?
  23. image-Performance-management-square-IH.jpg Performance management – getting it right

    ‘For every hundred men hacking away at the branches of a diseased tree, only one will stoop to inspect the roots’ – Chinese proverb.

  24. image-Presentation-and-communication-skills-square-IH.jpg Presentation and communication skills training

    Do you want to improve your presentation and communication skills?
  25. image-Prioritise plan adapt square IH.jpg Plan, prioritise, adapt

    Bring focus to your workload
  26. image-Exceptional-project-manager-square-IH.jpg Project management: Become an exceptional project manager – two-day course

    Essential skills to manage processes and people
  27. image-Project-management-bootcamp-square-IH.jpg Project management bootcamp – how to deliver a successful project

    Most organisations run projects - but under 40% of those projects are delivered on time, on budget and achieve their objectives.
  28. image-People-skills-for-project-managers-square-IH.jpg Project managers – people skills – half-day course

    How to engage and motivate to deliver a better project outcome
  29. image-PIE-square-IH.jpg Psychologically informed environments (PIE)

    It has been known for years that a multitude of people have suffered trauma and the effects can be both broad and deep. Many of your residents or service users may have suffered such trauma.

  30. image-Strategic thinking square IH.jpg Strategic thinking: An introduction

    Learn how to connect ideas, explore concepts, stay up to date with trends, anticipate change and imagine possible futures at this virtual workshop.
  31. image-Strategy-and-culture-square-IH.jpg Strategy: How to keep your strategy and culture relevant in rapidly changing times – half-day course

    As an organisation your culture will have shifted, people will be used to working in different ways and expectations will have changed as a result of the pandemic.
  32. image-Where-strategy-meets-project-square-IH.jpg Strategy: Where strategy meets projects – how to bridge the gap – half-day course

    59% of senior executives say their organisations struggle to bridge the strategy-implementation gap.
  33. image-Get-to-grips-with-stress-square-IH.jpg Stress management - get to grips - learn to control your emotions and deal with stress

    We live in demanding times and people want to be seen to be able to cope with the pressures that are placed upon them. Sometimes it is difficult for individuals and companies to acknowledge how stressful things might be.
  34. image-Hybrid team square IH.jpg Teams: How to bring out the best in your hybrid team – half-day course

    How to collaborate and communicate: what’s changed and what’s next
  35. image-Value-for-money---Counting-the-cost-square-IH.jpg Value for Money - Counting the cost: Unit Cost Analysis

    The RSH is changing the way it looks at your costs. And you need to know about it for this year’s value for money (VfM) self-assessment - even more so if you are subject to an In-Depth Assessment (IDA). The regulator has already calculated your headline social housing costs per property and it will use this data, along with other intelligence, when considering your viability and governance arrangements.
  36. image-Writing-better-reports-square-IH.jpg Writing better reports

    Well-written reports deliver information that is: concise and clear, easily understood and helpful to decision-makers.