A Taste

Imagine the luxury of a private chef, but for training, development or tackling changes! Wildfire projects are served to order during any phase of development or change. As you can see from the range below, no subjects are exclusive and they always seem to overlap - which is better for your budget. The Wildfire ethos is that no 2 organisations or teams are the same, so each delivery is prepared fresh and uniquely for your team/s and your organisation.

Team Building mini workshop The core functions for a retail company needed to develop greater understanding of each others’ teams. At their conference they needed a team building development session lasting under 2 hours. They enjoyed exploring their own definitions of teamwork and teambuilding. They (1) scored the company on teambuilding, (2) they developed ideas and personal action plans to increase teamwork whilst (3) taking additional personal responsibility in instigating real change. The energising session involved facilitation and fun tools without “teaching” in order to maximise their interaction and teamwork within the session.

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Managing change 2 day programme
An international airport-owning company was implementing the SAP system. It was felt that the financial managers could benefit from ideas for leading the changes, both within their teams and for their internal customers. Wildfire provided the financial managers with 2 days of training comprising idea-generation, brain-friendly tasks and an overview of the psychology of workplace change. They developed a greater understanding of (1) resistance to change and (2) the scale of internal communication required, to implement a software and administrative system change within the designated timeframe.

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Board Facilitation
The housing management arm of a London borough local authority needed the (volunteer) Board to have time to unite and reassess priorities ahead of a stringent external audit. Setting the agenda with the chair, Wildfire provided the 8 participants with a part-training, part-facilitated day for achieving heightened focus by developing their leadership and united front, through topics such as coaching techniques and team dynamics. They achieved (1) more bonding than they could in usual forums, (2) exploring their strategic priorities and (3) setting clear ongoing actions as individuals and as a complete team.

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Outplacement programme
Warehouse staff were facing redundancy. Many had never written a CV or completed an application form. Some found their jobs decades ago through word of mouth and most were not confident in their literacy. They needed (a) an uplift, encouragement and (b) an understanding of how they could get results in the current job market. Wildfire designed a course for them, around their shift patterns, to allow them to share their concerns but also to gain necessary tools. They were then equipped to (1) approach recruitment consultants, 2) complete application forms, (3) develop CVs and (4) to perform in an interview. Over the 6 half day sessions they became more accepting and less resentful about their situation and confident in their job prospects.

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Management training half days
Half day management training sessions were offered over 3 months within a large multi-faceted international business. 10 topics were covered: (1) Breaking the Management Mould; (2) Dealing with Different Cultures; (3) Presentation Skills; (4) Diversity and Equality; (5) Coaching skills; (6) Finance for non-Financial Managers; (7) Talent Management; (8) Communicating Under Pressure; (9) Motivating and Managing Remote Teams; and (10) Team Communication Tricks. Each session ran twice, to allow for flexible timing and so that not all managers were absent at the same time. The managers, from Customer Service, Engineering, Project Management, Sales and Marketing all responded well to the focused sessions with action plans to put in place.

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Training programme in Networking Skills for start-up businesses
On behalf of a city council, this was designed to cater for people with no prior business or networking experience plus any literacy and language needs they may have. The course was set in 3 parts: (1) The training day; (2) a practice networking event; and (3) being accompanied to a real networking event. The participants all developed their confidence in not just their business activities but in being able to walk into a room of strangers and in refining their “offering.” Within the course duration of 2 to 3 weeks the transition of some of the participants in their business momentum and their confidence has been remarkable. 

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Customer service telephone skills

Telephone training was needed to refresh the skills of customer-facing team members at a large automotive supplier. The content was designed to meet the specific requirements of their roles. This included delivery across 2 sets of 2 half days so that half the team maintained a presence on the phones whilst the other half participated in the training.  The activities were practical, fun and full of discussion. The customer service topics overlapped certain themes to breed confidence in the individuals e.g. assertiveness, efficiency and listening skills. The team experienced a refresher course that gave them (a) motivation and (b) encouragement.

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Lunchtime learning sessions  
In the last 4 years an organisation, an extension of a local council, has provided lunchtime learning sessions open to staff of varied roles based in and out of the head office. The remit was for topics to couple upskilling (beneficial to the organisation) with (individual) career development:

1. Learning styles
How do you absorb information, learn and work in ways best suited to you?
Discovering your unique sensory combination which fires up your brain, and
Maximising your memory by discovering how your mind works

2. Presenting information in a brain-friendly fashion
How to present information to be memorable by
Having more impact and more fun yet with less effort in preparation
AND assisting your audience in absorbing what you say

3. New Year Reflections and Projections
Giving and receiving feedback
Personal planning
Encouraging yourself and others
Goals, for you and for real

4. The CV to get you that job
What to write
Who you’re writing for
How to write it

5. Selling yourself into that job
How to win at interview
Understanding the interviewer
Planning and preparation made easy

6. Your Contribution: Lean Measures for Lean Times
Doing the right thing in a recession
Pointing people and processes in the right direction
Keeping teams motivated the Kaizen way

7. Setting out your stall for success
Helpful habits to deliver more daily
Improving how to use your initiative
Being constantly constructive in your career

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Leadership development programme
A national building industry professional services consultancy wanted to introduce a Leadership Development Programme. Rather than buying an “off the shelf” format, their Training Manager and Wildfire developed a relevant applicable process to integrate into the work of the participants. Over the year 12 middle management participants participated  in 13 modules on leadership topics (in line with ILM criteria) led by hand-picked expert trainers and consultants. Additionally they were assigned integrated business-specific projects in small teams, reporting to the company Partners.

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Whole company development
A consistent company approach to efficiency, customer service, management and “how to manage your manager” was required. Wildfire provided the Architects, Architectural Technicians, office staff and Directors with 6 lunchtime learning sessions to develop a consistent company approach to: (1) Planning;  (2) Efficiency and Ease; (3) Rapport Building; (4) Communication; (5) Flow of information;  and  (6) Professional Development. Additionally each member of staff benefited from between 1 and 3 one-to-one coaching sessions to tackle the current issues they faced. This set the platform for (a) a more informed pro-active approach to the forthcoming annual reviews and (b) greater responsibility taken by staff for their own development and career prospects. A final evaluation report was presented to the Directors with recommendations going forward.

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Training topics

1. Applications and interviews – winning the job you want
2. Appraisal / reviews for managers – operating processes to manage your team Appraisal / reviews for staff - using proper processes to push your career ahead
3. Assertiveness – communicating clearly
4. Coaching – for managers to adopt a coaching approach
5. Coaching – for staff to improve cooperation through coaching tactics
6. Communication and flow of information – essentials for internal communication
7. CV writing – getting noticed with a fantastic CV
8. Efficiency and ease – developing efficient and effective habits
9. Email etiquette – for professional conduct and email efficiency
10. Employee engagement – getting commitment from your teams
11. Feedback – being able to give and take solid feedback
12. Finance for non-financial managers – to understand budgeting and financial fundamentals
13. Influencing skills – gaining impact through improved language, listening and logic
14. Innovating for success – new energetic approaches to everyday issues
15. Leadership – influencing and generating followers
16. Management development – vital management approaches
17. Managing change – for managers to instigate sustainable, cooperative changes
    
18. Managing change – for staff to adapt to changes in the workplace
19. Managing your manager – taking more responsibility for your role
20. Meeting management – professionally setting agendas and taking minutes
21. Motivation – for managers to adopt techniques for motivating teams
22. Motivation – for staff to find ways to be better motivated
23. Negotiation – for confident negotiating and optimal outcomes
24. Outplacement – guiding people from redundancy back into the job market
25. Overcoming office politics – creating a POP (positive office politics) culture
26. Personal planning – taking your development and planning seriously
27. Personal styles – understanding how we’re similar and different
28. Presentation skills – designing and giving powerful presentations
29. Presentation skills – overcoming the fear of public speaking
30. Problem solving – strategies for creatively solving problems
31. Professionalism– appropriate protocol for representing your organisation
32. Rapport building – through body, verbal and written language
33. Report writing – making an impact when writing business reports
34. Stress management – dealing with, and suffering less, from work stresses
35. Team building for managers – maximising team members and the whole team
36. Team building for team members – becoming a better team player
37. Telephone techniques – for better sales and customer service
38. Train the trainer – making training engaging and the learning lasting
39. Time management – tackling time management with simple strategies
40. The Zero Inbox – how to create and keep an empty email inbox

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Departmental/resourcing review
A family-run building contracts firm knew some structural changes were required in the finance team but the optimal solution was unclear. By (a) interviewing all team members and the management, Wildfire was able to provide (b) an objective report of observations with options for restructuring. The company chose and implemented their solution soon after. This included (1) a painless shift in management responsibility, (2) meeting the personal needs of the team members and (3) a physical office move for a more integrated approach.

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Focus groups
A UK arm of an international company needed to measure staff morale and gain insight into the current issues affecting teams. Having recently launched SAP, it was no secret that stress levels were especially high. Wildfire designed separate focus groups suitable for the widely varied role-holders. The quality and quantity of the feedback, in the detailed report by Wildfire, confirmed for the management team the (1) low morale and (2) the specifics causing it, whilst (3) pinpointing the areas in which momentum could be achieved rapidly.

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Coaching to overcome fear of public speaking
A successful software sales person needed to present a new product at a conference. This brought to a head his paralysing fear of public speaking – which would flare up when addressing more than 2 or 3 people at once. Through 2 morning sessions, at an informal location away from his usual workplace, he was coached to a) identify the background to his fear and b) unravel the meaning he gave the fear and then c) develop strategies. This was not to just cope with speaking in public but to engage his talents and expertise to successfully address a large audience enthusiastically and with confidence. He did so, 5 days later!

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Coaching for sales performance
A software sales company had undergone restructuring and changes that had been uncomfortable. 4 one-to-one coaching sessions helped a sales manager to (a) adapt, (b) to gain confidence and to be less distracted by the organisational changes - so that he could (c) focus on driving increasing sales of his team. Whilst suspicious, he took to the coaching quickly and it (1) boosted his confidence and (2) focused his day-to-day activities. He (3) also enthused gratitude towards the company in recognising his value and investing in his development.

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Coaching for management development
A middle manager needed to identify areas in which leadership and management skills could be developed. Focusing on (a) technical (professional) skills and (b) the (softer) behaviours that came easily, as well as (c) identifying and working with the stickier subjects, this manager was able to plan immediate strategies. After 3 sessions across a few weeks this resulted in: (1) A rise in profile; (2) an increased confidence in “managing up;” (3) improved delegation; (4) more assertiveness; as well as (5) measurably better productivity and efficiency.

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Speaking at branch events
A membership organisation wanted a speaker for consecutive evening events in different parts of the UK. They wanted a speaker to engage and educate members on effective email management. “Managing your email and the Zero inbox” lasted 90 minutes for 25 people on the 1st evening and 50 on the 2nd. The promotional material asked: Do you find that email wastes more than 50% of your working week? Does it interfere with your job satisfaction and sense of achievement?  Would you like to stop being a slave to your email? The session offered: (1) 20 time-saving tactics; (2) Learning how to get and keep an empty inbox; (3) Becoming the master of your mail.

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Speaking at conferences
An international organisation needed a 35 minute auditorium session for the annual summer conference, on how to offer clients better value and broader services. “Making the transition to superior service” was designed to cover 3 solid sections but succinctly: (1) Exposing wider expertise to generate broader business; (2) Thinking as a brand; and (3) Coaching clients through the conversation. 

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Public Speaking subjects

1. Assertiveness for Leadership
2. Coaching through Tough Times
3. Confident Career Management
4. Death Defying Presentation Skills
5. Efficiency and Ease
6. Email Etiquette
7. Feedback for Going Forward
8. How to Hear What your Clients are Saying
9. Leadership through Influencing
10. Lean Measures for Lean Times
11. Making an Impact with Numbers
12. Making the Transition to Superior Service
13. Managing Stress
14. Managing your Email and The Zero Inbox
15. Managing your Manager
16. Menu for Managing Change
17. Motivating Teams on a Shoestring
18. Negotiating your Way to What you Want
19. Networking your Way Up
20. Overcoming Office Politics
21. Passionately Presenting Your Business
22. Quick-Fire Career Answers
23. Recession-Proofing your Career
24. Tackling Time Management
25. To Lead not Manage

All of the above can be provided as training topics.