Click request link if you need full brochure for the course as below:-

	Jan-18
MG132	Excellent Leadership, Effective Supervision – A Complete Guide For Today’s Leader	22 & 23	Request
MG324	Attitude For Altitude: Leading Beyond Formal Authority	22 & 23	Request
MG322	SUPER MANAGERS – Learn to Lead	29 & 30	Request
MG320	Getting Results Through Leadership Excellence	29 & 30	Request
	Feb-18
MG323	Synergy: Electrifying Team Work!	5 & 6	Request
MG110	Conflict Resolution: Getting Along in the Workplace	26 & 27	Request
	Mar-18
MG294	EQ Management for Successful Leadership	12 & 13	Request
MG301	The Art of Managing Different Generations	14 & 15	Request
MG303	Sailing The Seas Of Change: A Practical Guide For The Modern Workplace	19 & 20	Request
MG315	Productivity Strategy: 6 Keys To Corporate Leadership Success	21 & 22	Request
MG316	Kursus Kepimpinan dan Pengurusan Organisasi	26 & 27	Request

	Jan-18
FI153	Effectively Collecting Hard Core Debt	4&5	Request
FI003	Handling Full Set of Accounts	8&9	Request
FI056	Accounts Payable: From Accounting to Management	8&9	Request
FI099	Finance for Non-Finance Professionals	10&11	Request
FI035	Credit Control & Debt Collection	17&18	Request
FI119	Goods and Services Tax (GST) – Post Implementation Considerations and Practical Issues	17&18	Request
FI017	Accounting- A Fresh Start	22&23	Request
	Feb-18
FI049	Accounts Receivable & Credit Policies Management	5&6	Request
FI071	Bookkeeping & Accounting Skills	7&8	Request
FI033	Techniques On Collecting Hard Core Debts	8&9	Request
MG070	Tax Planning For Malaysian Company	12&13	Request
FI044	Understanding Business Performance Through Financial Statement	26&27	Request
MG017	Fundamental Of Costing & Budgeting	26&27	Request

Office Administrative Skills and Practices	4 & 5-Dec	REQUEST
Pentadbiran Pejabat & Rekod Serta Pengendalian Mesyuarat yang Efisyen	5 & 6-Dec	REQUEST
Effective Administrative &  Multi- Tasking  Assistants At Workplace	6 & 7-Dec	REQUEST
Excellent secretaries & administrative assistants	6 & 7-Dec	REQUEST
Program Pembangunan Untuk Kerani & Pembantu Tadbir	13 & 14-Dec	REQUEST
Perkhidmatan Pelanggan Lima Bintang	18 & 19-Dec	REQUEST

What Costs to Include

Comparing Life Cycle Costs
Making Investment Decisions

• financial business planning
• cost management & business life cycle
• framework for planning
• concept of total cash management
• integrating cost management to operating processes
• managing customer profitability
• management control systems
• performance measurement

The GROW Model is one of the best known and widely used coaching models. It provides a simple yet often powerful framework for navigating a route through any coaching session (formal or informal).

GROW is an acronym for Goal, current Reality, Options and Will – which are seen as the four key elements of a coaching session.

G.R.O.W. Model in summary

G = What is your goal? What do you want to accomplish? What are you trying to do? How will you know when you have reached the result you want?

R = What is the reality of the situation? What is really going on, as you see it? What’s happening now? How are things going today? Where do you find yourself at this time?

O = What are your options? What alternatives do you have now? What are the possibilities that are in front of you? Which choices do you have at this time?

W = What are you willing to do? What can you do now? How much are you likely to pursue the direction you’re targeting? What will it take to get moving towards your goal?

Many people who have used the G.R.O.W. model very much like its simple four-step approach. However, for those people who prefer to cover more detailed ground when coaching the OUTCOMES™ model may be attractive.



The OUTCOMES™ Coaching model was designed to provide more depth to their coaching and as such will enable an increase in understanding, motivation and commitment to action than they may have experienced with other coaching models such as G.R.O.W.

So what are the stages behind OUTCOMES™?

O = Objectives - what specifically the employee is trying to achieve.

U = Understand the Reasons - important step as it is vital that the reasons behind wanting to achieve the objective are understood. In sales, for example, simply build rapport and fact-find within a sales call as opposed to actually selling anything on a first visit or phone call. By understanding the reasons behind the “rapport” objective, a manager can support and challenge a salesperson to achieve both the rapport and fact-finding objectives together with selling process.

T = Take Stock of the Present Situation - important to spend time analyzing the reality of the present situation

C = Clarify the Gap between where they are now and where they need to get to, in order to achieve their objective. They can go straight to the “how” without fully understanding the “what”.

O = Options Generation - this stage can take time and many managers “skip” through it, or worse, manipulate their employee with leading questions that enable the employee to come up with the options that the manager wants to hear! Take your time and allow the employee to generate his or her own options.

M = Motivate to Action - manager must have the ability to check this and challenge any signs of demotivation.

E = Enthusiasm & Encouragement - the manager must at all times show enthusiasm for the objectives ahead and encourage the employee to do as best they can.

S= Support - the manager must always show support for the employee in the tasks agreed and must also ask if there is any support that they have to put in, in order to assist the employee.



Around the edge of the template are six progressive coaching steps, starting with the “Recognize” step (with 3 summary statements under each). Let’s look at these in a little more detail:

Step	Explanation
Recognize	The ‘Recognize’ step asks the coach to take account of his or her own personal style. It also ask the coach to identify the right time and place to engage in a coaching intervention and to select the best opportunity so as to ensure that the quality of the discussion is as good as it can be.
Read	The ‘Read’ step ask the coach to carefully read or assess the person they are planning to offer coaching or feedback and to look at both the context and general situation that exists in relation to the issues an challenges that are likely to be raised.
Receive	The ‘Receive’ step asks the coach to maintain a high level of focus on the person being coached and to listen attentively at all times (watching for visual and verbal clues about behavior as well as taking account of any other feedback that might be available.
Re-frame	The ‘Re-frame’ step (having listened to the other person) asks the coach to help the individual to re-frame any problem or issue that they may be having and to them identify ‘the gap’ that needs to be closed (between the present and future state. The approach to close this gap can then be agreed.
Record	The ‘Record’ step asks the coach to help the individual he or she is coaching to set targets for improvement or change, establish milestones for the journey and fix timeframes in which the desired improvements or change should occur.
Review	The ‘Review’ step asks the coach to work with the individual being coached to look back at his or her efforts to improve or change and assess the circumstances in which the change occurred, what he or she has experienced and what real progress has been made.

What did you learn from this training:-

• leadership model
• roles of leaders vs roles of coach
• breakthrough coaching skills
• starting coaching conversation
• steps in performance coaching
• elements of good coaching session
• steps in career development coaching
• coaching action plan and eveluation