In this course, we will begin by learning the basic psychological and behavioral patterns that accompany change, grounding the skills you need to manage stress at the individual, team and organizational levels.

You’ll discover the components of resilient and adaptable teams from the firsthand experience of managers and consultants, and you’ll learn how to empower your colleagues through reconnecting with organizational values.

By analyzing real-world outcomes and the methods of great change agents, you’ll prepare a portfolio of techniques to marry innovation with structural and financial stability, so you can act more swiftly and with greater purpose.


  • Give Clear Feedback to Employees:

Feedback is the backbone of progress, so your managers need to provide clear, constructive criticism – and praise – to the employees they supervise. Create a system in which your managers note when they give specific, intentional feedback to their employees and record changes in how the employees worked following the feedback. This tracks communication and the effectiveness of that communication.


  • Delegate Work That’s Engaging:

Challenge your managers to delegate work to their employees that’s challenging and meaningful to keep them engaged and interested in the tasks at hand. If some employees find that their useful skills are falling by the wayside in favor of mindless grunt work, they will likely disengage from the work they’re assigned. If your managers have employees on their team who are particularly social media savvy, have them manage your company’s Twitter, Facebook and Instagram accounts or make that task a rotating responsibility among multiple teammates. If one employee demonstrates especially strong leadership skills, assign them to train new hires.


  • Hone Coaching Skills:Some managers know intuitively how to coach their employees. Others need to learn. Create a system where each manager tracks and strives to improve their coaching skills – whether by taking notes, watching YouTube videos or by soliciting constructive criticism from the employees they supervise.


Day 1

  • What is Managing Yourself and Personal Effectiveness?
  • Working styles and relationship building

Day 2

  • Communicating clearly and assertively
  • Goal setting and planning

Day 3

  • Building a personal development plan
  • Self motivation

Day 4

Outbound Activities Aimed At Improving:

  • Communication
  • Teamwork
  • Confidence
  • Motivation

Day 5

  • Accountants
  • Heads of departments
  • Procurement officials
  • Project managers
  • Auditors
  • Other oversight staff
  • Others interested


  • Executives
  • Managers with responsibility for creating or managing a Balanced Scorecard
  • Financial Officers and Controllers
  • Process Managers
  • Strategic Planning Managers
  • Others interested


  • Face To Face
  • Role playing
  • Post session assessment
  • Video presentation
  • Case study


5 working days


  • English
  • Tetun
  • Indonesia