We’re not “off the shelf.” We’re not “off the wall” either – we want to offer a common sense, fast, straight line to skills. Dull that might sound! But we’re not….we’re imaginative – which speeds up learning – and we offer an outstanding service that one of our clients calls our “Customer Care Plus!”
Probably like most people you want to walk away wanting – and knowing how – to just do it. As you can see from the range below, no subjects are exclusive and usually overlap – which is better for your budget. The Wildfire ethos is that no two organisations or teams are the same, so each design and delivery is different.
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. The energising session involved facilitation and fun tools without “teaching” in order to maximise their interaction and teamwork within the session.
Outcomes: (1) Scoring the company on teambuilding, (2) Ideas and personal action plans to increase teamwork whilst (3) Additional personal responsibility agreed for instigating real change.
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.
The 8 participants received 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.
Outcomes: (1) Bonded more than usual, (2) Explored their strategic priorities and (3) Set clear ongoing actions as individuals and as a united team.
Warehouse staff were facing redundancy, with many having never written a CV or completed an application form. Some found their jobs decades ago through word of mouth and most were unconfident in their literacy.
They needed (a) an uplift, encouragement and (b) an understanding of how to succeed in the current job market. A course was designed around their shift patterns, for them to share concerns and gain necessary tools.
Outcomes: They were then equipped to (1) Approach recruitment consultants, (2) Complete application forms, (3) Develop CVs and (4) 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.
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.
Outcomes: The managers, from Customer Service, Engineering, Project Management, Sales and Marketing responded well to the focused sessions with individual action plans.
On behalf of a city council, this was designed to cater for business and networking novices, accommodating 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.”
Outcomes: 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.
Telephone training needed to refresh the skills of customer-facing team members at a large automotive supplier. The content was designed to their roles, so comprised 2 sets of 2 half days so that half the team maintained a presence on the phones whilst the other half participated in 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.
Outcomes: The team had a refresher course that gave them (a) Motivation, (b) Encouragement, (c) Techniques and (d) Further phone discipline.
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; (2) Presenting information in a brain-friendly fashion; (3) New Year Reflections and Projections; (4) The CV to get you that job; (4) Selling yourself into that job; (5) Your Contribution: Lean Measures for Lean Times; (6) Setting out your stall for success
Outcomes: More confident staff took away practical tactics and common vocabulary to breed these topics within the culture.
A national building industry professional services consultancy wanted to introduce a Leadership Development Programme. Rather than an “off the shelf” format, their training manager and Wildfire developed a relevant process to integrate into the work of the participants.
Over the year 12 middle management participants experienced 13 leadership modules (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.
Outcomes: Accelerated profile-building internally, some rapid promotions, unguided instigation of initiativesthen rolled out in the company.
A consistent company approach to efficiency, customer service, management and “how to manage your manager”was needed.
Architects, Architectural Technicians, office staff and Directors experienced 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.
Outcomes: (a) More informed staff pending 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.
A family-run building firm knew that structural finance team changes were required but 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.
Outcomes: 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.
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.
Outcomes: The quality and quantity of the feedback, in the detailed report, 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.
A successful software sales person needed to present a new product at a conference. This highlighted his urgent need for overcoming a 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.
Outcomes: 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!
A software sales company had post- restructuring fallout.
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.
Outcomes: 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.
A middle manager needed to identify and plan for developing leadership and management skills.
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.
Outcomes: 3 sessions across a few weeks resulted in: (1) Rise in profile; (2) Increased confidence in “managing up;” (3) Improved delegation; (4) More assertiveness; as well as (5) Measurably better productivity and efficiency.
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 sessions offered: (1) 20 time-saving tactics; (2) Learning how to get and keep an empty inbox; (3) Becoming the master of your mail. Outcomes: 80% scored the evenings as “Excellent”
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.
Outcomes: Feedback from the event was high scoring, plus comments included “encouraging” “practical” and “spot on!”