How To Be A Good Team Member

An effective team is more productive than a group of loners. Teams settle down over time. To be effective quickly, the individuals need to acquire key skills and understand team dynamics.


A team is far more than a group of loners. An effective team shows greater results, resilience and creativity than a group of loners.

Just calling a group of people a team does not mean they are a team. Teams take time to evolve. In the current commercial situation we need them to be effective quickly.

This course is more than ‘Team Building.’ It accelerates their development as a team and focuses on the key skills needed.

Who Should Attend
Members of an appointed team.

1/2 Day


Team Member – Course Objectives

Participants will learn:

  • the indicators and benefits of an effective team
  • how to recognise the development of their team and help appropriately
  • the key skills and knowledge of effective team members. They will build a personal action plan

Team members will accelerate their team’s development during this course using team-building exercises that focus on different areas of team working.

Team Member – Course Outline

What Is An Effective Team?
Indicators of an effective team
Indicators of an ineffective team

Team Development
Accelerating development
Common problems

Team Member Contribution
Team culture
Performance areas
People areas
Planning areas
Productive and unproductive behaviours

Guidelines For Effective Negotiation

  1. Only negotiate when you have to:
  • Distinguish between selling and negotiating
  • Don’t use negotiation as a substitute for effective selling – that’s costly!
  • Don’t use negotiation to resolve ‘risk issues’
  • Negotiate when you can’t outweigh or influence a situation in any other way.
  • Only negotiate when both parties are both able and willing to move – watch levels of authority on both sides.
  • Only negotiate where there are both areas of common interest and conflict present.


  1. Set your own objectives for the meeting. Ensure that they are specific and clear, compatible with your company’s outcomes, achievable in the context of the meeting and it’s attendees and measurable, that there is an evident procedure to enable you to know when you have achieved your objectives.
  2. Do the groundwork.
  • Know the customer – their organisation and everyone involved in the meeting – who they are, what they do and levels of authority.
  • Understand their criteria for doing business.
  • Anticipate their demands.
  • Measure their likely demands against your objectives.
  • Set realistic upper and lower limits.
  • Stay between these limits.
  • Anticipate ‘variables’ issues which can be used as bargaining counters – and be aware of their value:
    • to you
    • to the customer
  • Set the agenda for the meeting
  • Establish the right climate
  • Demonstrate positive body language – being neat and well dressed demonstrates a professional businesslike approach


  1. Focus on the three P’s:

PURPOSE: The reason for meeting should be re-stated

PLAN:       The Agenda – items for discussion

PACE:        Length of time both parties are prepared to allocate

PERSONALITIES: Who is involved

  1. In the meeting
  • Ask questions which:
    • Expose issues
    • Reveal strategic information
    • Help you to maintain control
    • Provide an alternative to conflict
    • Grow the customer’s need to buy from you
    • Provide you with thinking time – and then listen to the answers
    • Never be afraid to take ‘time out’
  • Keep control by taking detailed notes.
  • Identify common ground – maximise it.
  • Identify areas of conflict – minimise it.
  • Identify usable variables – compensate.


Be aware of gambits – do not be driven from your objectives. Differentiate between true objections and the ‘games people play’.  Remain objective, and do not become personally involved.

Bargain between your upper and lower limits, starting (obviously) at your best case.

Bargain in small increments – try to avoid being the first to make a concession

Reduce the value of the increments as the bargaining proceeds.

Use empathy throughout – understand their point of view – not sympathy, which implies agreement. Keep an open mind.

Do not allow misunderstandings to persist, deal with them promptly. If in doubt, ask for clarification.

Establish agreement between all parties.

YOU should summarise the meeting at its conclusion (and indeed at suitable points throughout), then prepare and supply minutes or a letter of confirmation to everyone involved promptly.


Training The Trainer

Skills’ training is different to many other types of training. A skill training has certain advantages and challenges by comparison with other types of training. This course provides participants with the key skills needed. The duration is based on a group of 4-6. Larger groups will need a longer course.


Skills training is more than being knowledgeable. A good skills trainer can achieve better results, competence and customer loyalty than someone who is more knowledgeable but who lacks training skills. Poor skills training results in a greater requirement for support afterwards and more errors than are acceptable. This affects the costs and profitability of the organisation in the short and long-term.

This practical and intensive course gives participants the key skills they need.

Who Should Attend
Anyone involved in training internal or external staff.

2 Days


Skills Trainer – Course Objectives

Participants will learn:

  • the stages in the training process and the difference between ‘skills’ training and other types of training
  • the components of the first stage in establishing the priority training needs
  • how to develop a basic training session
  • and practise the key factors in delivery of a training session
  • some of the theories underpinning good training
  • how to plan the development of a training session
  • and practise other aspects of delivery

Skills Trainer – Course Outline

The Training Process
‘Hard’ vs. ‘Soft’ skills
Stages in the training process

Analysis of needs
Establishing priorities

Developing Training I
Setting objectives
Developing training modules
Training session structure
Training course – introduction
Training course – summary
Using visual aids

Delivery I
Question & answer sessions
Handling nervousness
Last minute checks

Underpinning Theories I
Information acquisition
How memory works
Conditioning process
Giving feedback

Develop Training II
Trainer guide/Lesson plan
Other visual aids
Concentration patterns
Methods – type and use

Delivery II
Asking questions
Participant positions
Room layout options
Environmental considerations
Group dynamics – functional behaviours
Group dynamics – dysfunctional behaviours
Problem participants
Points of polish

Underpinning Theories II
Alternative tuition approaches
Circle of competence
Evaluating training
Creating instructions

The Four Stages Of Negotiating

  1. Preparation
  • Gather all the relevant facts from as many sources as possible to have the widest view of the situation.
  • Having done so you will be able to assess your bargaining power and that of the other party and as a result, the scope for either party to apply leverage.
  • You need to be clear of what you want to achieve.
  • Your opening bid should be higher than your desirable requirements. Thus the difference between your opening bid and your minimum requirements will be your bargaining ground.
  • What are you prepared to concede? How will these concessions be viewed by the other party?


Be aware of the following pitfalls before going into a negotiating situation:

  • Mirror image – each party regards the other’s position as being exactly the opposite to their own. This leaves little room for compromise.
  • Different interpretations of the same facts – check out with the other party exactly what they mean.
  • Double standards – judging the other party’s acts by a different standard from your own standards.
  • Assumption that there is a fixed ‘pie’ – this prevents both parties from thinking laterally.
  • Thinking that solving their problem is ‘their’ problem – the fact that you are in a negotiating situation means that it is also your problem.
  • Do not pre-judge the issue before going into a negotiating situation.

2a.  Establishing The Climate


The climate is set very early in the negotiating situation.  It is important to have a positive influence on it.  Always begin as you mean to go on.  If you aim to create a win/win climate, emphasise points of agreement from the start.

  • Room layout – a round table helps create a collaborative mood.
  • Positive body language – being neat and well dressed demonstrate a business-like approach; smiling and nodding suggests agreement.
  • Talk about neutral topics – the type of journey that the visitor has had, the room setting, the weather!

2b.    Exploration

Having established the climate, exploration is the next area of the negotiating process.

You can form a shared view of where the meeting is going and how the two parties are going to get there together.

Focus On The 4 P’s

PURPOSE                    The reason for having met should be re-stated.

PLAN                          Agenda – what topics are to be discussed and who should discuss them.

PACE                           Length of time both parties are prepared to give to the meeting.

PERSONALITIES        The people in each party, who they are and what they can do to help the  negotiating process.


3a.    Bidding

Having decided during the preparation stage on your opening bid, it is necessary to state it confidently and then listen to the other party’s opening bid, checking that you have understood what they have said.

Conflict may arise at this stage.  If the climate so far has been a co-operative one, you will be able to explore together the reasons behind any disagreement.  State your willingness to continue to negotiate, indicating that your opening bid is not your last word.


3b.    Bargaining

Having stated their opening bids, both parties negotiate to gain the best advantage for their side.  In doing so, each party uses its own resources to meet the other party’s needs and certain tactics can be applied.

  • Try to avoid being the first to make a concession. You can do this by asking ‘why’ which may expose a weakness in their demands.
  • Check out the other party’s willingness to move – “if we could…. would you…?”
  • State what your conditions are first, then make any concessions. Ensure that the other party hears and understands your conditions.
  • Keep an open mind – be willing to re-negotiate an issue which has already been settled if this enables you to achieve your overall aim.
  • Recess – each party moves out of the negotiating forum to reconsider progress to date and to discuss how to handle the next stage.
  • Setting deadlines – the time schedule should be agreed at the start of the negotiation and a reminder can be a helpful way to achieve an end.
  • Lateral thinking – it is very important to look outside the confines of the problem in looking for a solution.
  • Sub groups – these are useful when a negotiation gets bogged down – a sub group can brainstorm a specific area and report back to the main room.


4.      Clinching The Deal

Once the negotiation is complete, summarise what has been agreed on every point and check that consensus really does exist.  Ensure that all details agreed are confirmed in writing.  Remember to inform those who need to know the outcome and to thank those who have contributed to the success you have achieved.

It may not have been possible to achieve all the objectives in a single meeting – a further meeting or series of meetings should be organised, in which all stages of the negotiating process need to be addressed again.


Report & Proposal Writing

Reports and Proposals are often the product of extensive effort. Poor documents ensure the previous effort is wasted. There is increasing competition for attention; every document must compete for attention.


Reports and Proposals are a major element in communication, internally and externally. As more people are involved in decisions, documents increase in importance. Many of the rules taught in school do not apply to business documents. A report or proposal is often the result of extensive effort. If the document does not achieve its’ objective all the effort is wasted. In competitive situations, the document is often used for comparison. Documents provide a permanent record and therefore errors create future problems.

Who Should Attend
Anyone producing Reports or Proposals. Experienced professionals who wish to take their skills forward.

1 Day


Reports and Proposals – Course Objectives

Participants will learn:

  • the ways in which documents can be used effectively and ineffectively
  • how to ‘tune in’ to readers and avoid common errors
  • to use different approaches for different purposes
  • the key elements to ensure the document is interesting
  • how to ensure their documents are understood
  • how to make their documents ‘easy to read.’

Reports and Proposals – Course Outline

The role of reports & proposals
When not to produce a document
Document production process

Profiling readership and preparation
Key factors in the profile of potential readers
The issue of important secondary readers
Common errors in preparation

Reports & proposal structures
Gaining the attention of the reader
Alternative report structures for different objectives
The benefit sequence
The short-report priority sequence

Ensuring your document is interesting
Key factors in creating an interesting document
Exercise, discussion

Ensuring an understood document
‘Rules’ guaranteed to reduce/remove potential misunderstandings
Common errors

Ensuring readability of the document
The structure of paragraphs
How to improve readability
Common errors that ‘turn off’ readers