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Trainings Personnel & Organisation

Making optimal use of the capabilities of your employees leads to better performance for your organisation. organisation. To steer the personal and professional development of your staff in the right direction, a clear approach is indispensable. A clear approach is indispensable. For example, how do you ensure that your terms of employment are attractive enough? And how do you select the right people? You will learn this in our P&O training courses.


Leading in a new world: in conversation with Anna Maria

Leidinggeven tijdens en na de COVID-19 pandemie vraagt een ander soort kijk. In deze blog gaan we daarom in gesprek met Learnit expert-trainer Anna Maria. Binnen Learnit draagt zij een grote verantwoordelijkheid voor alle trainingen op het gebied van leidinggeven, zodoende heeft ze door de jaren heen veel kennis vergaard en ervaring opgedaan binnen dit vakgebied.

Om jou te helpen om tijdens en na de COVID-19 pandemie een leidinggevende te zijn die je werknemers nodig hebben, organiseert Learnit op 29 april tussen 13:00 - 13:30 uur een interactief webinar genaamd: “Online leidinggeven”. Klik hier voor meer informatie. Om je alvast een voorproefje te geven vertelt Anna Maria in het onderstaande interview meer over het webinar.

Hoi Anna Maria! Dat klinkt spannend die “Online wereld”, zou je kunnen schetsen hoe je verwacht dat deze wereld eruit komt te zien voor leidinggevenden?

Ik zie leidinggevenden in de online wereld meer werken op resultaat én ik zie ze veel meer aandacht hebben voor de mens achter de medewerker. Er ontstaat een gelijkwaardigere manier van samenwerken, waarbij verbinding en vertrouwen sleutelwoorden zijn.

Could you indicate the benefits of this new way of leadership?

Managers can go through an enormous growth with this, also as a person. You invest in a sustainable relationship with your team members, which means that there will be much less working based on fear and distrust. This gives peace and confidence in your employees and also in yourself as a manager. And if you manage by results, you can focus on the big picture, on the development of your team and your department. A very big advantage.

What about the drawbacks?

The most important disadvantage, in my opinion, is the lack of contact, the informal moments, the little compliments you can pay in between, the empathy, the ability to make adjustments. And of course it is also more difficult to keep an eye on whether an employee is able to do the job or not. And for example, the induction of new people is also a greater challenge.

What mistakes do you think executives will make relatively more often with this new way of leadership?

For me, the risk lies mainly in the mindset, the focus of a manager. If you work and communicate on the basis of the old normal, you will lose your grip on your team. And then the results will also come under pressure. For example, wanting to check whether an employee starts exactly at 8 a.m. and works until 5 p.m., or wanting to know exactly how an employee performs a task.

Op 29 april geef je een interactief webinar over dit onderwerp, kun je alvast een tipje van de sluier oplichten van wat je dan gaat bespreken?

In this webinar I discuss what is changing and what this means for an executive. And I give tips on how you as an executive can make the change from old to new: steering for results and leading from a position of connection and trust.

Sounds good! And what if I am not an executive myself, is the webinar interesting to participate in?

Yes, it does. It gives you insight into what will change for a manager, but also for team members and employees. You get a better idea of how you can help each other make the change.

Curious? Then click here for more information about the interactive webinar and register!


Conducting bad news conversations online - How do you go about it?

Most managers cannot escape it; holding bad-news interviews is sometimes part of the job. These are often confrontational conversations that can evoke different emotions from both the manager and the employee. At present, these conversations are often held online. This brings with it an extra challenge; how do you best convey bad news using online communication tools? Read below 5 tips that can help you to conduct an online bad news conversation.

1. Plan the interview on time

There is never a good time to have a bad news conversation, but don't delay. By doing so you will give the person you are having this conversation with the idea that you are withholding important and crucial information from them. Once the conversation does take place, it can lead to unnecessary anxiety which is often accompanied by negative emotions such as anger and frustration. You could say that delaying bad news only leads to a more difficult conversation.

2. Transparent communication

Right at the start of the conversation, state what it's about. Usually during a face-to-face conversation, it's best to get right to the point, so the other person knows where they stand. This also applies to an online bad news conversation. So make sure you're transparent: this is often seen as the most sincere way to get a bad message across.

3. Empathetic ability

Online it may be a little harder to gauge someone else's reaction, but this is still an important aspect of a bad news conversation. When the message has landed it is important to wait for the reaction of the other persons. Emotions that can come up include: resignation, defense, denial, repetition or even aggression. In any case, it is important to give someone time to express themselves. If you can't quite gauge someone's reaction because you're on a video call and you can't quite see their face, dare to ask them how they feel about the bad news. This way you can still respond to what the person says, by empathizing with his or her situation.

4. Offer aftercare

In order not to end the conversation too abruptly, it is a good idea to think beforehand about how the situation will develop after the conversation has ended. It is important to indicate that you understand that the bad news is unexpected and that you will grant the person time to let the news sink in. In the case of a termination of employment, it is a good idea to schedule a meeting later to wrap things up properly.

5. Realize that it's not your fault that the conversation is happening online

Finally, it's important to remember that it's not your fault the conversation is taking place online. It is simply not possible in these circumstances. Having an online bad news conversation has one big advantage: the person you are having the conversation with is (probably) in their own home, and not in the office or another location. This means he or she can retreat to familiar surroundings after the call, without having to speak to other people first. You can probably imagine that if you have just heard you have been fired, for example, you would rather avoid your departmental colleagues after such an interview.

Training in bad news conversations

Learnit offers a training course 'holding bad news conversations' in which you learn how to best prepare for such a conversation, how to structure it and which pitfalls to take into account. During this one-day training you will not only learn about theory, but you will also interactively go through exercises. This will ensure that at the end of the day you will have the skills and confidence to conduct the next bad news conversation. Click here to read more about the training or to register directly.


Leadership from power or inspiration?

Putin, Kim Jong-un, Lukashenko, Trump. Four names of heads of state who often make the news through their statements. Typical for many of these world leaders in the 21st century is that they are not afraid to show their power. Maybe this Trump statement about immigrants from Mexico looks familiar to you: "I'm gonna build a big wall, and believe me, nobody builds better walls than me, and I do it cheap." This is a statement that shows very clearly what kind of leader Trump is: straightforward and power is often central. The problem with these kinds of statements is that it can be difficult to create support among your audience. A solution to this problem is leadership from inspiration. Good examples for this way of thinking are leaders like Martin Luther King and Nelson Mandela. Both are loved for their often inspiring speeches and their ability to create connections.

Inspiring leadership in the workplace

Inspired management is becoming more and more common in the workplace. Nowadays there is more and more room to develop and use your own talents and qualities. Not only is it more effective to lead in an inspiring way, it is also more efficient to let colleagues achieve a good result. But how do you become an inspiring leader? Read below 4 tips that can help you to fully use your (inspiring) leadership qualities:

1. Authenticity

Being an inspiring leader starts with being yourself. To be able to inspire others, you first need to know what you yourself stand for and what your personal motives are. No two leaders are the same and that is logical, everyone has different qualities and is also motivated by different motives. So first check with yourself who you are and what you stand for, so that you can convey a powerful message to others.

2. Create a deeper layer in your relationships

As a manager or leader on the shop floor, it is important to convey your own inspiration to your employees. When you speak from your own inspiration and passion, you make sure that you create a deeper layer in your relationship with others. That often connects you on the work floor. The result is that you create a safe environment in which trust, independence and self-thinking employees are central.

3. Stimulate personal development

Personal development is a key concept when it comes to inspiring leadership. A leader who determines everything for other people does not create support among employees. Employees are not challenged if you tell them exactly what to do, without them having a say. Emphasize therefore how important others are and how important it is that they develop themselves further so that they dare to speak out for themselves.

4. Small gestures

When we think of inspiring leadership, we often think of famous speeches or grand gestures. On the work floor, however, this does not have to be the case at all. It works better to show your appreciation for your colleagues throughout the year by small, yet personal gestures. For example, ask for someone's son or daughter or start a conversation about someone's favourite sports club.

Webinar and course

Did you know that Learnit is a free webinar Leading from inspiration instead of power that perfectly matches this theme? In this webinar an image of inspiring leadership will be sketched, you will learn what it can bring you and you will also be given a few practical tips. Click here to sign up for the webinar. In addition, a 3-day training Coaching leadership in which you learn to develop your own personal coaching style. Here you learn to make use of skills such as exploration, reflection, giving feedback but also confrontation. Improve your own leadership style and bring out the best in others! Click here for more information.


How you get your colleagues to come along after the 'umpteenth' reorganization

As a manager you are often in a difficult position during changes and reorganisations. The changes usually come from above and it is up to you to get your team on board. Trainer Anna Maria from Learnit will give you tips on how to do this in a free webinar on Thursday 14 November. In this blog she gives you a sneak preview.

Developing world

It is impossible to imagine life without changes within organisations,'' says Anna Maria. ,,We live in a rapidly developing world, where we are not only constantly confronted with new developments, but also ask for them.''

We find this development quite normal in our private lives. A new phone every eighteen months, and then having to learn to use it all over again: we don't mind. Or maybe we do a little, but then we find it worth the time and energy to spend on it.

But during work that is different, argues the trainer. ,,Why? A lot has been written about that. An important element in my experience is influence. If we have influence - if we choose the change ourselves - then we go for it. But if the change is imposed on us, things are different. And even more so if we don't see it coming. So if we are a manager or employee in a changing organisation, we behave very differently to how we do at home.''

Vicious circle

Organizations should take this into account, according to Anna Maria. But that happens too little. That's why the vast majority of change processes still fail prematurely, or at least fail to achieve the intended result. And that is also a reason why it is difficult to get employees to go along with the next change. The trainer speaks of a 'vicious circle'.

So time for a different approach. Anna Maria: ,,Change is an integral part of working in an organisation. Make sure that employees and managers - all layers of the organisation - are used to it, are prepared for it, and perhaps even are proactive. Make your company a learning, dynamic organisation. From content to process. From structure to culture. Change is just.''

Free webinar

Interested in learning more about this topic? In the November 14, 2019 webinar, Anna Maria discussed the issue of dealing with reorganizations. Watch it back here for free!


This is how you increase your job satisfaction

The National Working Conditions Survey (NEA) shows that 18.1 percent of women and 16.4 percent of men will experience burn-out at work in 2018. More and more employees seem to suffer from stress, are overworked or, in the worst case scenario, sit at home on the couch with a burn-out.

Absence from work

These complaints are at the expense of employees' job satisfaction, but they also cost employers an enormous amount of money. More than 35 percent of employees indicated that work-related stress is also the main cause of work-related absenteeism.

Employees are becoming increasingly critical about where they want to work.

Both employers and employees are increasingly asking the question: how can you increase job satisfaction? Work-related happiness is not only a way to prevent stress and burn-out complaints, it also increases productivity and is a good way to attract and retain employees.

Workplace happiness relates to the well-being of employees, making them more motivated and, as a result, more productive," says Learnit trainer Roeli.

Employees are becoming increasingly critical about where they want to work," says the trainer. She continues: "The labor market is tight and employees are no longer just looking at their contract terms. Employers must pull out all the stops to bring people in, but also to keep them in".

Psychological capital

In her webinar, Roeli discusses how psychological capital can contribute to less stress and anxiety, increased performance and, of course, more happiness at work. Psychological capital consists of four characteristics that everyone already possesses to some extent. You can increase these characteristics and this will help you to experience more job satisfaction.

Do you want to know what these properties are and how you can enlarge them? Subscribe herefor the course: Increase Workgroup Happiness.


Situational management: how to offer tailor-made solutions for all your colleagues

What's the best way to lead? How do you get the most out of your employees? These are questions to which many of those in positions of leadership want an answer. When you search for a book about leadership on sales website Bol.com, you will get 39,336 results. Not surprising that many people with this abundance of information through the trees can no longer see the forest.

Adapting to the situation

In her webinar on situational leadership, Learnit-trainer Sandra created clarity about the different leadership styles and how to apply them. What exactly is situational leadership? Situational leadership is flexibly adapting your leadership style to someone else's situation and needs," says Sandra.

The four leadership styles

During the webinar Sandra explained the four leadership styles using the model of Blanchard. This model is based on task maturity, which means that employees have a certain degree of independence.

The leadership styles of the Blanchard model are: instructing, guiding, supporting and delegating. In addition, depending on the situation, you can act in a task- or relationship-oriented manner. Which leadership style is used depends on the personality characteristics of the manager, that of the employee and the specific situation'', explains the trainer.

"Every human being is unique.

Sandra emphasizes that each individual deserves his or her own treatment. Every human being is unique and by acting in the right way in a specific situation, you bring out the best in your employees and give them confidence that they can do it. In the end, you want them to be able to work independently on what they were hired to do."


In her webinar Sandra explained step by step how you can get the best out of your employees through situational leadership. This free interactive session took place on 27 August 2019. Look it back here!


The importance of a mission and vision for your company!

A business strategy is more important than ever. A strategy is preceded by the mission and vision. The mission and vision are the compass of a company, according to Learnit trainer Saar. For the company itself it is important to know what it stands for and where it wants to go, but also for attracting new staff and the current team. Because of course you want new and current staff to work according to the mission and vision of the company.

Vision and vision

Mission and vision are often used interchangeably. But what is it exactly? A mission is the foundation of the organization. It are the values and norms of the organization, the identity. The underlying question is: what do we stand for? For employees this is the deeper motivation to work for the company. When drawing up a vision, the underlying question is: what do we aim for? So what do you want to achieve as an organization.

Without a mission and vision a company is rudderless'.

Without a good mission and vision, a company has no direction,'' says Saar. ''The mission provides connection within an organization, is the basis of the company culture and the compass of the company.''

It is important when drawing up a vision that it distinguishes, inspires, is concrete and creative for the future. The vision is more flexible than a mission, because the vision can change over the years, if the goals also change.''

Fluffy language

According to the trainer the vision and mission of a company are often written in 'woolly' language. Because of this it is not clear to other parties what the company stands for and where it wants to go, but also not to the company itself. If this is not clear to the top of an organisation, it will trickle down to the rest of the company. As a result, the employees do not know why they do what they do. The company is then a rudderless ship, as it were'', says the trainer.

So formulate your mission and vision as concretely as possible, be distinctive and inspire your employees, Saar advises.


Saar explained more about the mission and vision in her "Mission and Vision" webinar. This webinar took place on Thursday, April 11, 2019 at 1:00 pm. During this interactive training she explained how to formulate and translate your mission and vision into practice. Watch it back here!


How to deal with resistance and conflicts in your team

Stress at work is the number one occupational disease in the Netherlands. Research conducted by TNO in 2015 shows that more than one million people are at risk of burn-out or other work-related mental illness.

36% of work-related sickness is caused by stress at work. It is striking that especially young people suffer from burn-out complaints: namely 17% of employees between 25 and 35 years of age.

Work stress

This stress-related absenteeism costs employers a lot of money: no less than 1.8 billion euros a year. Employees mention five causes for the occurrence of work-related stress:

  • 44% have little autonomy at work
  • 38% has to deal with high job requirements
  • 23% are victims of undesirable behaviour from outside the organisation
  • 16% are victims of undesirable behaviour within the organisation
  • 8% are bullied at work

Trainer Anna Maria from Learnit goes deeper into the causes. Many employees are still assigned to a managerial position without being trained for it. If people are good at their job, they are promoted. And all of a sudden they have to manage colleagues.

"Managing is a different profession.

"That's really another trade, it's still underestimated," says Anna Maria. In fact, employees often have to do it 'with it'. Then you lack knowledge, but also time and energy to recognize and acknowledge possible resistance and conflicts''.

That's where it often goes wrong, the trainer sees. Managers choose to ignore the conflict, or act with a hard hand, using their power. Both solutions are rarely good, says Anna Maria. Especially if the choice is not based on a conscious strategy, but on frustration, irritation or a feeling of powerlessness.

Office gardens

According to the trainer, the fact that workspaces are increasingly being set up as open-plan offices does not help either. Employees are used to being able to retire to a smaller room, alone or with a small group. Now that the move to an office garden is no longer possible, this causes extra stress, Anna Maria regularly attends training sessions.

In addition, the introduction of flexplaces has meant that not everyone has a fixed place anymore. Looking for a place to work with your files under your arm increases stress, Anna Maria observes. This leads to frustration. These annoyances increase the risk of resistance and conflict'.


Anna Maria explains in a free webinar how to deal with resistance and conflicts in your team. During the interactive online presentation the trainer goes deeper into the causes and consequences and gives tips to reach a solution. Watch the session here back.


The modern leader = a coaching leader

A leader who does not consult, determines everything and keeps everything under strict control: is that still of our time? We think not. Bottum-up communication is appreciated and employees want to feel that they are somewhat involved in the policy-making process. There is perhaps no such thing as a good leader, but in this blog we list a number of concrete tips that can at least bring you closer to successful leadership!

Shared vision

It is important that this vision is shared by the employees and that you get everyone on the same page, however cliché that may sound. This way there is a common goal and an optimal team spirit. Furthermore, a good leader has a knack for finding the right people and putting them in the best place for the job. A good leader allows his employees to be free to a large extent in what they do and does not check up on them all the time or give them instructions. Of course, you set a vision and an end goal, but then you let the employees do their job the way they do it best.


It is important to set a clear goal and then trust your employees to get the job done independently and as they see fit. When you are constantly on top of things, you block all creativity, initiative and job satisfaction of an employee. Because of this, an employee can never improve or grow in a certain field. Good employees are more likely to leave the organisation because they feel inhibited, unappreciated or stifled. Your job as a good leader is primarily to create a situation and provide resources that allow an employee to do his or her job optimally.

Employee and human being

The person behind the employee is essential. When an employee is not feeling well for whatever reason, his or her performance suffers and so does the company. Therefore, it is important to have a continuous conversation with him or her. Knowing how someone is doing, applauding good performance or initiatives are important here. Empathy should not be confused with building a personal relationship. That's not your job either in the setting of a company. But you do take an interest in an employee. Make them enthusiastic for your vision and your final goal and support them where necessary.

Concrete tips for leaders

Perhaps it is a bit outdated to talk about the good leader, but there are certainly a number of concrete tips that reflect the basis of leadership:

  • Pay attention to emotions. Take employees seriously; this reduces resistance.
  • Set a good example, because why else would employees show the desired behaviour?
  • Ask what goes on in the heads of employees. This increases the sense of involvement and stimulates policy development.
  • Ensure inner motivation, so that everyone 'feels like' the change.
The above aspects form the basis of leadership and when you master the necessary skills, this makes you a lot more suitable.

Discover the leader in yourself

Do you find the tips useful, but are you looking for more depth and want to develop your skills? Do you want to know what kind of leader you are and how you can polish your leadership skills to become a modern, coaching leader? Our training Coaching Leadership might be a good training for you! If you are looking for another training, feel free to scroll through our complete course overview to see which training fits your needs.


Resistance in a reorganization: 5 tips for controlling change

The word ' reorganisation ' evokes negative associations with many employees, which is not always entirely unjustified. A reorganization is often the result of economic shrinkage, a merger or takeover. Redundancy, the merging of functions, relocation to another workplace and an increase in workload can be the result. Sometimes, however, a company's rapid growth is a reason to reorganize. Employees are often given challenging tasks and responsibilities, may welcome new colleagues on the work floor and have the opportunity to acquire new knowledge and skills. Workers generally experience this as a positive change.

Most people find changes scary. Whether a reorganization has positive or negative consequences for employees: it will always be accompanied by (some) resistance. Resistance is a normal psychological reaction: You say goodbye to the old situation and that is accompanied by feelings of fear, anger, sadness or uncertainty. Resistance can be expressed in various ways to employees: inactivity, lack of initiative, procrastination, indifferent attitude, emotionality or open hostility. How do you do this as a manager or a supervisor? We give you five tips!

1. Understand why workers oppose change

Some adventurers excepted, most people attach great value to routine, safety and comfort. A reorganization entails a lot of uncertainty. Employees are afraid to lose their jobs, not to be able to change and get a burnout, losing their current position in the organization or fear that the relationships with colleagues €™ s will come under pressure when people are out. Also, anxiety is a cause of resistance. Some employees love to start a new challenge, but other employees are afraid to fall through the basket.

2. Keep communicating

Being knowledgeable, gives people a sense of control. Therefore, employees who are dealing with a reorganization are happy with every piece of information. Give this information, even if you think it's only an insignificant detail. If you do not do this, there is a danger that employees will speculate. There are wild stories that create more turmoil.

3. Offer emotional and practical support

Communicating is not only doing communications, but also listening to others. Workers often feel that management is not interested in their concerns. That's why it's good to talk to every employee about what the organization means for him or her. In addition to the opportunity for employees to express their emotions, these conversations provide useful information to manage the reorganisation. Reassure employees about imminent redundancies and ensure that everything will be settled well. Help them in finding a new job. If employees are to perform a new position in the organisation, they will prepare them step by step, for example by following a course or coaching.

4. Be open to feedback

It is unfortunate if the management dislikes employees ' resistance as an obstacle to achieving organizational goals. Resistance and criticism can lead to new insights and creative solutions. Remember, employees are specialists. They can identify bottlenecks and provide solutions that management does not think about.

5. Brand Change readiness on

Too large a focus on resistance can lead to deadlocks. Therefore focuses on the change readiness of employees. Some employees have no difficulty with changes and will actively contribute to the process of change. These ' champions in Veranderin' play an important role in the demonstration. Also take stock of employees who show a lot of resistance to the talents they have in their homes to contribute positively to the reorganization. Point them to their potential: that will work motivating!

Training resistance in reorganisation: controlling change

In our two-day training resistance to reorganization: control of Change, together with an experienced trainer, you will be able to work with resistance in a reorganization. After following this training, you will manage to keep your employees motivated. You work together on a new beginning for the company, with new plans for new successes. Learn More


Step-by-step plan to de-escalate aggression

Bij het omgaan met agressieve mensen is het belangrijk om te weten dat agressie agressie uitlokt. Soms kan een manier van kijken, iets zeggen of een bepaalde houding al agressie uitlokken. Interesse kan geïnterpreteerd worden als bemoeizucht ("Hé, wat kijk je nou? Heb ik iets van je aan?"), terwijl dat helemaal niet zo bedoeld is. Het is belangrijk om op je eigen manier van communiceren te letten, omdat jouw gedrag net díe druppel kan zijn die de emmer bij iemand anders over doet lopen.

Non-Verbal and verbal communication play an important role in dealing with aggressive people. Of course there is a big difference between someone who is just angry and for example a robber. Sometimes it is good to let someone out raging, sometimes to show understanding and sometimes to run as hard as possible. Every situation requires good judgement. To help you get going, we'll share a global roadmap to deal with different forms of aggression:

1. Approach the other with an open posture

Aggression is often a reaction to a person or a situation. When you have an aggressive person in front of you, it is often your first reaction to react aggressively too. However, it is better to stay calm and to take an open attitude towards the other. If you react aggressively, the other will be worse and more aggressive with all the consequences.

2. Let the other express his or her anger by listening

It's best to get a piece of ' call ' in what the aggressive person has to say. If he can lose his story, he will be quieter. He feels heard and understood. Sometimes it helps the simple sentence: "I see that you are evil" already.

3. Summarizing and asking questions

Make an estimation of what kind of aggression you are dealing with To determine the continuation of the call:

In emotional aggression/frustration aggression:

Emotional aggression is often the result of an accumulation of frustrations. Take the problem seriously and let the other express his or her anger. For emotional aggression, do the following:

4. Understanding Show

Not for the aggressive behaviour, but for the situation. In the eyes of an aggressive person, he or she is wronged. Do not argue, but show understanding. One who feels understood, makes less stennis.

5. Giving Information

Explain why the situation is as he is. Tell calmly what exactly is going on and ask for understanding.

6. Offer solution

Try to find a solution together or yourself, or if this is possible an alternative. Offer a solution and link it to concrete agreements, as far as you are able to do so. If you are not the one who can or cannot agree on things, then get the person who can and should.

7. Positive closure

The best thing is if you can end the conversation in a positive way. A friendly word or a cup of coffee does wonders. Always close positively. And beware of sarcasm. Unfortunately, it will not always be possible for the other to make a positive move. But make sure you close the conversation positively.

For instrumental/Targeted aggression:

In instrumental aggression people use aggression on purpose. They demand something and because they think they don't get it for each other, they have the idea to get it through aggression. This is why you have to draw your limits before. If it is needed pretty soon though after step 1.

4. Setting limits

Border control is very important in dealing with aggression. This to be a professional To be able to respond properly. For example, say (kindly but decide) that you want to listen and talk, but not if they behave like that.

5. Offer solution/Choice

Give the angry person the options that are there. In The waiting room of the infirmary: "You can choose: you are going to sit quietly, you will be helped immediately. Or you are not going to sit, but then I call the surveillance now. "

6. Exit

If the solutions given are not sufficient, please indicate clearly that there is no other option than the choice to work or stop. Be very positive here.

Follow Training

Agressie wordt op z’n minst beter beheersbaar en brengt minder leed toe wanneer je meer instrumenten in handen krijgt om gewelddadig gedrag vroeg te herkennen, de-escalerend op te treden en een duidelijk beeld te verkrijgen van je eigen gedrag in de situatie. Deze vaardigheden worden, met behulp van professionele acteurs, volop ontwikkeld en herontdekt in de verschillende omgaan met agressie trainingen die wij aanbieden. Klik here om naar de algemene agressie trainingspagina te gaan en vind de training die het beste bij jou aansluit. Link

Nomination Professional Award Trainer of the Year!

The Dutch order of professional trainers (NOBTRA) has announced the nominees for the election of ' Trainer of the Year '. ' Trainer of the Year ' is the prize for the person who, according to colleagues and clients, is the best trainer in the Dutch language area. This professional award introduced the NOBTRA in 2011. On the 25th of September the jury will be making a effort during the ' Day of the Trainer '! In Bussum we know who can call themselves the next year ' Trainer of the Year '.

We are very honored to have been nominated for this title by the head of our communications and Management department.

What do you think is the meaning and value of a professional award as the title ' Trainer of the year '?

The NOBTRA aims to recognise, test and develop professional trainers, inspire and bind and defend the profession ' professional trainer '. According to the NOBTRA, an ideal trainer is a trainer who:

  • Has a bachelor's degree and working level;
  • has a relevant and accredited trainee training, and therefore has a broad theoretical knowledge in the field of learning and behaviour, communication, didactics, group dynamics and work and organizational science;
  • Two years of work experience;
  • Can show a professional basic attitude;
  • Reflects on its own work and development;
  • durably professionalizes;
  • can develop and implement a training proposal that fits the client's demand and has the skills to guide learning processes in a motivating and clear manner.

As a result, such a professional award also gives our customers an idea where the quality is. Due to the presence of professional awards, the development of our trainers and qualitative didactic ideas is stimulated even further. It is a kind of hallmark for our customers and gives confidence towards our participants and the organizations we train. It is an honor to be nominated for this. It gives recognition to the training business. That which I do with all my being and in which I believe in is also appreciated by our clients and participants. Beautiful as it meets!

What do you think is a ' Trainer of the year '?

General: recognition of quality and an exemplary function for others. Someone who approaches a path for others in the rapidly changing training jungle.

Specifically what is the essence of training for me: Reflecting and developing are two concepts where my passion is for years, in the widest sense of the word. With customers this results in beautiful, insightful advice interviews, coaching, training and (team) coaching. To increase insight into own ability and to investigate which beliefs may hinder the other to take a next step. By listening carefully what is (not) said, a mirror to hold and to join the customer. I want to put people on the move from contact and connection and from the conviction that each participant knows best what is needed, but sometimes it needs a push in the right direction. In particular, my approach is to create a safe environment to go out of your comfort zone, experience action-oriented exercises that can be confrontational, but where laughter is certainly not lacking. Each training, group and individual is different, and therefore always customization. I find that fun and instructive! For me, the Trainersvak means continuous reflection and self-growth.

I am doing my work with great enthusiasm and I am not even a long-time teacher. Since last year I work alongside my job at Learnit Training as trainer at ' The School for Coaching ' where I take care of the ' Learning course Coaching for Professionals '. An incredibly beautiful new step in my need for deepening and development. The transformation that participants are through is beautiful and gives an even deeper meaning to the role of supervisor.

My vision for our department at Learnit Training: In our trainings and during coaching and advising we work from (COM) passion with our customers. We believe that a good connection with our customers is crucial for good cooperation. We naturally continue to develop and challenge ourselves. Joining the customer's practice and integrating it into every program is self-evident. Confronting the customer occasionally, pointing out possible effects and keeping the result in mind makes us a pleasant partner for organizations and also frequently ask for them. So I also think this is what a trainer should have in the house.

What does this nomination mean to you?

A beautiful recognition, and at the same time it is also stimulating to develop myself. On the other hand, this makes it more familiar to organizations and customers for Learnit Training. I am also proud of our company and my colleagues that it has managed to put down what we are now in trainers land and that I have been part of it for 12 years. That I am the trainer I am now is also thanks to Learnit Training, where growth and development are always stimulated.

How would you like to give the title if you can bear it?

Anand : I've ever started training psychology students in college. Where the first years in particular was about training above the water surface, concrete behaviour and becoming more effective in your actions, I transformed as a trainer by going more and more into what is happening under that water surface. By giving confidence, actually listening to what the participant is telling and investigating there, it became possible to accept for the participant how it really was and possible behavior to adjust if desired. In recent years, now that I advise and train with large companies, my interest has expanded to the systemic work, the context that influences and give recognition for undercurrents that are of great influence. Training is certainly not at all the answer. I hope that I will be able to expand and develop this more in the coming years. Increasing the visibility of companies that a quick fix does not exist and that deepening, being connected to your employees and being really interested in each other in addition to taking into account the business results, is a golden combination. And that occasionally a training can be very effective and valuable (if this is inspired and given enough reflection!) but not the answer is on everything. I want to do more with it, with or without the title.


Criterion-oriented interviewing using STAR

Past behaviour is a good predictor for future behaviour. To be able to find out who you are up against and what that person is capable of, it is important to know how the applicant has acted in practice. The STAR question method can be useful to test your selection criteria and to determine whether the candidate fits the specified job profile.

STAR stands for Situation, Task, Action and Reaction. It is an interview technique in which questions are asked according to a certain pattern, based on a concrete situation from the applicant's work history. STAR stands for:

  • Situation: The situation in which the candidate found himself.
  • Task: What was the task of the candidate? What specifically was expected of the candidate in this situation? What was the candidate responsible for?
  • Action: What did the candidate actually say or do (or fail to do)?
  • Result: What was the effect of the action or actions? Did this result meet expectations (task)?

If you want to find out during the interview whether the candidate has the right competencies, you can ask questions about this using the STAR question method. Suppose one of the desired competencies is result-oriented, then you could ask the following questions:

  • When do you leave unfinished business? Give an example of this. What was the effect of this? What action did you take next?
  • Can you give an example in tenacity with achieving your goals?
  • How do you make agreements about the desired result? How did you do this in a previous project? How did you achieve these results?

In our STAR-conversations training you will, among other things, practice asking criterion-oriented questions, based on the STAR methodology.


Benefits of improvement and development plans

Pay attention to the development of employees, has dozens of advantages for both the employee, the manager and the organization. A top 3 of these benefits are explained below:

The benefits for the organization

Smaller absence and expiration

Employees who are supervised in their work and receive attention from their supervisor and from the organisation are more satisfied with their work. This is because they feel they are doing it. This is characterised by the less complaining, the absence is less and the gradient is also smaller. Employees who are satisfied with their workplace remain with the organization and prefer to grow instead of moving to another organisation. Growing within its own organisation, it expresses recruitment and selection costs.

Employees have affiliation with organisational objectives

Being aware of the level of development and the development potential of your people ensures that you can better connect with your team or department to organisational objectives or at least know what is needed to join. Organisational objectives can be translated into departmental or team goals; They are then translated into individual goals of employees. By focusing on these different goals, you can make them more closely connected. This will ensure that your employees do the right things for the right reasons.

Distinctive character as organisation/attractive employer/remaining

Organisations that give attention to the development of their people are more attractive employers. Employees see these organizations as organizations that care about their people. As mentioned earlier, time and attention is crucial for employees. Attention to the development of employees ensures that you will distinguish yourself as an organisation.

The benefits for the executive

More binding, less surprises

By giving attention to employees as a manager, the relationship of trust is increased. Executives who are in good contact with their employees are quicker when something is going on or when an employee is underperforming. Continuous conversation will prevent surprises. If they do occur, the supervisor is in time to adjust when necessary. More attention will also be paid to your employees for a higher level of motivation.

Time saving

On time to see when to be adjusted is achieved by staying in touch with your employees or by having view of others. When it goes less well, it can be spotted early on, so that you can prepare an improvement plan in time, rather than running behind the facts. The timely mapping of what needs to happen or what is going on makes it easier to intervene. This provides long-term time and effort.

More widely deployable employees

Developing employees and viewing what they can, gives opportunities for the team or the department. The talents and ambitions of your employees are of crucial importance. After all, you know who is good at and where the person wants to go. Also by letting your employees walk with each other, you make sure that they are used more widely. This will strengthen the value of your employees. By being in contact with your employees, you will also get more on unused talents.

The benefits for the employee

Moment of attention

Because the pressure is being boosted in many companies, attention is often paid to staff. But that is precisely where employees have a lot of need at those times; That they are being listened to and that they have the feeling of doing so. Engaging in conversation with employees is a form of attention. It strengthens the bond between employee, manager and organisation, which can contribute to greater employee satisfaction.

(By growth) possibilities to another function

By making it possible to discuss the possibilities within the organisation and to adapt it to the ambitions or wishes of the employee, opportunities can be created for both parties. By continuously talking to each other about this, you can be well sent here. An adaptation or increase of work, or the walk-in with a colleague, is often a first step needed to grow to another function. This makes the talents of the employee optimally used and also prevents them from being rusted.

More varied work or more specialised work

Developing skills in the breadth or specializing in depth depends on the possibilities and needs of the organization, employee and manager. Development is not only promotion, training or salary increase; In particular, it has to do with the development of talents. In this way, employees are given the opportunity to develop their talents and become better in their profession.

Learnit Training offers training for organisations, managers and employees in the field of professional conversation, management and personal development. Please contact one of our training consultants for advice or a quotation without any obligations.


The improvement and development plan

Employees often feel most valued when the supervisor listens to them. Attention to (your) employees is therefore of great importance. The Performance Management Cycle offers handles to develop and supervise staff throughout the year. An improvement plan is drawn up when there is a reason to make improvements in the work. A development plan is about growth and development, even when there is no direct reason to improve. Both plans can result from the same conversation. Depending on the content and purpose of the conversation, it becomes a development or an improvement call.

The goal of a development discussion is that employees can grow and develop, with the starting point that we work with pleasure and enthusiasm to achieve the organisational objectives. A development interview forms the basis for an open working environment between employee and manager.

A development call focuses on:

  • The improvement, deepening or widening of the exercise of the present position;
  • The ambitions and talents of the employee: what are the ambitions and talents and how does the employee put them in the best possible way?

A development interview takes place at the beginning of the year. Together with the employee, we determine what ambitions-and what goals-the employee has and what needs to be done to achieve these goals. These can be both short-and long-term goals. During the appraisal interview in the middle of the year, the extent to which the employee is on the right track and what else can be done to stimulate development can be looked at. It also looks at how someone works in his current work. Characteristic in this conversation is that it is two-way traffic. The manager is less at the word than the employee.

At the end of the year, an assessment will be carried out on the functioning and the objectives already achieved. If someone stagnates or has achieved insufficient results, an improvement plan can be drawn up. In an improvement plan, goals are set and made concrete to which the employee must work in order to get a positive assessment again. It is closely monitored to achieve these goals by going to the table at least once every two weeks and discussing progress. The employee is expected to take initiative and demonstrates his development and thus improvements. The goal of an improvement conversation is that the employee will be working well during his next performance interview and his development is progressing.

What should an improvement or development call meet?

There are several forms that can be used for both the development and improvement conversation. In our trainigen we go deeper into this and we look at which questions are best suited for your organisation. It is important that the employee is activated to think about his own development and improvement. You can stimulate this as a manager by asking open questions, dropping silence and stimulating the input by actively listening.

Question Techniques

To give a picture, here are some interesting questions that you can use in a development interview:

Current situation

  • Is the employee currently satisfied with his current job?
  • Does the job fit in with his knowledge, experience, talents and ambitions?
  • Does the employee wish to update tasks within his current position? (Think, for example, a widening of tasks, deepening of tasks (specialisation), a coordinating role, no more exercising tasks etc.)
  • What improvements do the employee and the supervisor see in the current work? (Think, for example, new tasks, working more efficiently, gaining new knowledge and putting them into practice, sharing knowledge with colleagues etc.)
  • What does it take to achieve the above points and what does the employee and the manager do about this?


  • Does the employee want to change function within two years? (Think of promotion, horizontal by growth or a function with fewer responsibilities etc.)
  • What ambitions does the employee have in the longer term?
  • What is needed to achieve the stated ambitions of the employee within the two-year period and what can be agreed between the employee and the supervisor?
  • Is it clear to the employee and manager what career opportunities there are within the company?


  • Which talents does the employee have, which make him stand out and he can do well?
  • Are there any talents that the employee has and who are not (yet) not or insufficiently deployed in the work?

Are you a manager and would like to be supported in carrying out the different conversations from the conversation cycle? Or are you an employee and would you like to get started with your development points? Please contact One of our training advisors for advice or a free quote.

Learnit Training offers training for organisations, managers and employees in the field of communication, management and personal development. Please contact one of our training consultants for advice or a quotation without any obligations. Link

5 tips for steering on development

Functioneringsgesprekken op een inspirerende én resultaatgerichte manier aanpakken? Wij hebben 5 tips voor je op een rijtje gezet:

1. Put a 360 degree feedback tool in

The 360 degree Feedback tool is a tool to analyze the functioning of an employee on an individual level, using multiple evaluators. By combining different observations, a complete picture of the assessed employee is created and competencies can be measured. In Many cases colleagues are asked of equal level, but also (other) executives and even customers can be asked in their opinion. The goal of the 360 degree feedback tool is to outline the widest possible picture of current behavior in a work situation. In this way, both the employee and the manager get more insight into what they can do. Read more about 360 degree feedback here.

2. Make use of core quadrants

A core quadrant assumes positive traits that the employee has already had from childhood and that they are so own that they form the "core" of the employee. Too much of such a trait is too much of a good and is a trap: The employee can shoot through and others can get annoyed with the employee. Because the employee is so familiar with the quality the trap is often a blind spot. The employee can work on his or her pitfalls by looking for something that is positive about that: a trait that can compensate for the trap, or: a challenge. Too much of the challenge (so too much of a good one) is negative again: an allergy. Read More about core quadrants and how this can be used. The purpose of using the core quadrant is to create insight into its own effective and ineffective behaviour, whether or not in collaboration with others. Let the employee think about his or her core quadrants, with the model below as a starting point (source: Daniel Hara):

3. Provide conditions that motivate the employee

When employees deliver a good job, executives usually conclude that they are well-motivated. Usually, however, motivation patterns relate to things that go beyond the function or certain tasks. People get motivated by things like value of work, expertise, creativity, affiliation with the group, autonomy, security, status, personal development and material rewards. Getting satisfaction from the work is very important: as a manager you cannot motivate the employee, only the employee himself can indicate that he or she becomes motivated. However, you can take care of circumstances that work motivating. Asking questions to the employee is crucial. Together with the employee you can find a new balance between the expectations of the employee and what your organisation can offer. This can be discussed during a performance interview, after which new appointments are made.

4. Involve the employee actively in the process

During the appraisal interview it is important that the employee is central: let the employee prepare the conversation himself, with the supervisor supporting it by contributing a list of topics. The supervisor can make some subjects obligatory and let the employee choose some subjects. The employee will send the preparation to the manager prior to the call, so that the supervisor can prepare for the interview as well. After the interview, let the employee write a report. By putting the appraisal in this way, the responsibility and ownership of the employee is increased. The employee is also responsible for his or her development process, which can provide increased motivation (see tip 3).

5. Do not let the conversation report disappear in the LA: "BE SMART"

A performance interview only makes sense if it leads to concrete actions and measurable results. Intentions that are well formulated are easier to make. By setting goals and realising the results in this way, there is more clarity. The "BE SMART" method can help:

  • B = Animated "Believe in what you do, and do what you believe in"
  • E = Energy Put energy on it, it doesn't go by itself
  • S = specific Make the intentions specific. What, where, when, how much, with whom? In which situations do, in which not?
  • M = measurable Please specify that progress and the final result can be measured
  • A = acceptable for the employee and for others Consider what is possible for the employee and others
  • R = realistic and relevant Know the possibilities and constraints of the employee and make a good estimation of reality. Know what kind of employee (and his or her environment) it is important if this intention is realised
  • T = Traceable Is it in time to follow? Is it clear when it is "off"?

Trainings in the field of personnel and organization

Learnit Training offers training for organisations, managers and employees in the field of personnel and organisation. link]

Cyclic leadership: Giving direction to behavior to achieve results

The new work will ensure that a new way of dealing with tasks and responsibilities is found. Employees are (increasingly) given more freedom to set up the work in their own way, but also more responsibility for their own results and development. Results are becoming increasingly important. The Performance Management Cycle (PMC) is a cycle that helps and gives direction to behaviour that is needed to achieve those results.

Cyclic management is characterised by three conversations during the year. It focuses on working with objectives and results to be achieved. The three conversations involved are the planning interview, the progress meeting (also called Performance interview) and the assessment interview:

  • Scheduling conversation: In The planning interview, appointments are made between employee and manager about results and development. This conversation is about the coming period.
  • Progress Meeting: The progress meeting looks at the results achieved so far, in line with the agreements made. Also this interview focuses on the further development of the coworker in the future.
  • Assessment Interview: The assessment interview will eventually assess whether the agreements made have been achieved on results and development. On the basis of this reward, or not a reward will follow.

The three calls from the conversation cycle connect to each other. By evaluating the good and improvement points of the last period in an objective, respectful way, the progress of these conversations is optimised. In addition to these conversations, feedback interviews also take place. No new facts may be on the table during the progress or assessment interview. These facts have already been noticed before and are discussed in a feedback interview. The aim is to keep finger on the wrist and adjust it where necessary.

By targeting the development of employees throughout the year, this provides benefits and results for both the organization, the team and the employees themselves.

Training Management

As a manager you have the goal to achieve results. You do this not only, but together with your employees. How do you make sure you get people motivated to work and act decisively to achieve organizational goals? Leadership is not always easy, but is certainly good to train. Therefore we work in our management trainings on different skills, so that you are firmly in your role as a manager.


The power of the team coach

Reorganizing: The magic word in times of crisis. Far-reaching changes for organizations, teams and individuals are daily costs-many people have to make themselves or through their environment with reorganizations. A reorganization can be associated with renewal, improvement and a chance to clean up the ship. But not all the consequences of a reorganization are equally rosy.

In addition to the fact that jobs are often lost, workers have to get used to the new situations in which they end up. The ' survivors ' must say goodbye to colleagues and old, familiar methods and protocols. Because fewer people are employed, the workload increases. New teams and socio-hierarchical links are created. This combination of factors can cause stress, irritation and uncertainty: things that do not benefit the productivity of both individual and (new) team, while that is precisely the purpose of the reorganization. How can companies ensure that a reorganization has the desired effect?

Coaching can play an essential role in successful reorganizing. Individual coaching can be of value when a specific employee is not functioning properly and has mental and/or physical complaints. In time to draw the bubble is of great importance, so that someone in an individual trajectory can be supported, for example, to get used to changes in position or team.

But it could also be that a team as a whole is not functioning well and here comes team coaching around the corner look. Team coaching is a powerful tool to get the utmost out of a team, even (or: right) under the difficult and changing circumstances that entail reorganizations. Sometimes teams or departments are consciously or unconsciously maintaining patterns, beliefs, and behaviors that no longer fit into the new work context. Team coaching focuses on the team as a whole, creating a new way of thinking and working. A team is more than the sum of its parts; A change can be a real success when worn and lived by the whole team.

Team coaching assists teams in finding and finding thresholds, but also has a preventive effect when new teams are set up. Important here is the complete external role of the team coach, which is completely outside the system and therefore can operate freely and openly. One of the core lessons that the coaches are trying to bring about is learning to realize that the heterogeneity of a team-the differences between the members causing conflicts so often-is precisely the strength of the team. Attempts by both executives and team members to homogenise employees lead, more often and more intensely than the actual differences, to an unpleasant and non-productive working atmosphere.

Coaching a team is the way to maintain a healthy mirror for failed teams or even to prevent this from being needed. More (together) work pleasure, reduction of absenteeism and increase in productivity are the positive consequences of this.

Want to discover what team coaching can do for your team? Read more information about team coaching on our website request a free quote or plan a conversation with one of our specialists via 020 6369179 or info@learnit.nl


How to apply for a job!

Of course, you can go crazy on all kinds of vacancies and assume that it has to be a hit after all. Convincingly applying for a job that doesn't really matter to you, however, is a difficult task. It is much more effective to let your enthusiasm and qualities do the work and only apply for those positions that really suit you. This makes it easier to express your enthusiasm during the job interview. Whether you like the job or not, many people still look up to a job interview. Not strange, because a lot depends on it. This makes the interview extra charged. By preparing yourself well and by adopting the right, convincing attitude, you can limit your nerves. How can you do this? Below we give you 7 tips to make your job interview a success.

Seven tips to apply successfully

  1. Prepare well for the conversation. Find out which qualities are important for the job and see to what extent you have them. Demonstrate this with concrete examples, for example using the STAR method.
  2. Practice the job interview with a close acquaintance. Indicate your strengths and weaknesses during the interview and try to answer the questions asked clearly and concretely. Evaluate afterwards what can be improved.
  3. Pay attention to your looks. Adapt your clothing to the prevailing corporate culture. Are you in doubt? It's better to dress too neatly than too informally. Also pay attention to neat shoes, bag and make sure you don't wear too much jewelry or make up. Make sure you smell fresh, but don't spray too much perfume either.
  4. Stay calm during the conversation and don't get lured out of the tent. For example: the interviewer tells you that you have little experience with working with computers. Then don't say bluntly: "No, that's not right." If you do have computer experience you can say: "It may not be enough from my CV, but I do have computer experience (example)". If it's true that you don't have much experience with computers, it's wise to admit this honestly. "It's true, but I'm working on a computer course."
  5. Almost everyone is nervous during a job interview. Accept the fact that you are tense! Employers often find it a good sign that you are a little tense: it shows that the job is important to you.
  6. Ask questions yourself. This way you can show that you are interested and that you are well prepared. Don't ask questions to which you could have known the answer yourself. For example, it is wise not to ask about the number of employees. It is assumed that you have looked this up beforehand. Don't start the first interview with the salary or terms of employment either. This will be discussed during the second interview.
  7. Spread your odds! Employers often look beyond the pile of cover letters on their desks. Create a LinkedIn profile, put your CV on different network websites or send an open application.

These tips already give you a good starting point that will help you during a job interview. In the two-day training course Successfully applying for a job you can dot the i's and cross the t's. From writing a good cover letter and adequate interview preparation to a convincing presentation, everything is covered. Learnit's training courses are tailored to your wishes, both in terms of content and in terms of location, time and group size. During the training, role plays, feedback and discussions are alternated with theory. In this way, you can be sure that the training is in line with your practical situation.


The Performance Management Cycle: from development interview to assessment interview

Sharon Faber

One of the largest installation companies in the Netherlands has a mission to ensure that its motivated, inspired and committed employees add value to the organisation's products. In order to meet this mission, the organisation offers development paths for its employees, whereby a professionalisation move was made in the HR field: a Performance Management Cycle (PMC) was developed.

Performance Management Cycle

The organisation's PMC has an eye for a cyclical style of leadership. An assessment tool has been linked to this, which has been adopted by all managers and supervisors. Greater coordination between all branches and head office has led to greater equality in terms of job descriptions and salaries, resulting in greater transparency and clarity.

In order to introduce the employees to the PMC, and to give instructions about the new assessment tool, the development interview and improvement plans, Learnit Training, together with the organisation, organised a trajectory 'Assessment interviews and development interviews' for all managers in 2012, 2013 and 2014. During this programme, employees were trained in cyclical management and in conversation during assessment and development.

Training Course

An intensive consultation with the HR manager for the fine-tuning of the program, the inventory of the learning goals and the design of the assessment tool formed the guiding principle of the process. Intakes were held with a number of managers and directors of various branches to create a complete picture. A meeting was organized with all HR advisors per branch to fully tailor the program. The HR advisors acted as co-trainers during the training, so that what was learned and any questions could be answered immediately or taken up internally. The programs were characterized by many exercises and experiencing the effect of various techniques in difficult practical situations. During the program we paid attention to the following subjects:

  • Cyclical leadership: all year round
  • Pre-assessment and pitfalls (do's and don'ts)
  • The assessment interview itself: bad news conversations and giving feedback
  • Dealing with possible emotions and resistance
  • Development and development-oriented leadership
  • Difficult and challenging situations
  • Making agreements and securing them

The exchange between the different branches was a positive side effect of the project. The project was concluded with the conclusion of agreements for the future. We are still closely involved in the organisation and implementation of the PMC.

Experience of the Employees

"Good trainer! It was good to be refreshed in a new environment for me in the systematics of our organization. The set up and interaction between the trainer and the participants were good."

"Through this training I learned what an assessment red should look like. The trainer was clear in conveying the material and was able to portray various roles well in the role play."


Coaching Leadership for Managers

During the training recruitment and selection for the management team of a steamer company A deeper problem was identified: the organization wanted from a relatively closed organization to a more open communicating organization culture Go. In order to achieve this, more attention can be paid to unwell-functioning employees and to the possibility to discuss conflicts in the workplace. This implies that executives are asked to give more direct feedback, to conduct appraisal interviews constructively and to make their staff motivated and enthusiastic by rewarding more and openly.

Training Course

To achieve this, Learnit Training has developed a special training course, adapted to the organisation and the prevailing culture. Five members of the board and Ten middle management members followed for a year the coaching leadership for managers with an individual coach trajectory of five sessions. The following year the middle management followed the same route. In addition, every year come back days were organised for both groups and there were joint meetings. The Learnit-Trainer worked together in close consultation with the management and created the awareness among employees that the proper functioning of employees is not self-evident, but depends to a large extent on effective management.

Open Working atmosphere

To create a more open working atmosphere, attention has been given to coaching leadership and motivating employees by actively listening and asking open questions. Also, effectively dealing with tensions between employees and with emotions on the work floor was an important place in the training. Years after the training, Learnit Training is still closely involved in the organization and we support the employees in all sorts of areas with training and coaching.

Experience of the Employees

"As usual, we are again extremely satisfied with the content of the training and the professional manner in which it was provided by the trainer."

"The trainer knows our company and our people and makes use of it in an excellent way to maximize the efficiency of the training courses."


Leading changes after reorganisation at a printing company

Due to a reorganization at a printing company, many executives of this business have to deal with resistance among the staff. This is because the job package of many employees has changed considerably, which ensures friction within the teams. In order to reduce the resistance, Learnit Training trained 21 executives of the company in leadership of changes. This three-day training was mainly used to motivate and inspire the teams, so that more group binding would arise. With the main goal: motivated employees and a good working atmosphere.


During the training a lot of practice is practised. Video footage of the role-playing games has been made so that the scholar can be watched directly during the role play. In the beginning some people were hesitant about this, but over time everyone experienced that this way of reflection is very useful and valuable. This way of training has paid off. The employees have gained new ideas to motivate and inspire their employees.

Experience of the Employees

"Very spontaneous and clear."

"Good organization, certainly come back at other trainings."

"I found the training very instructive and clear"


Resistance during reorganisation: managing change at a government agency

A reorganisation within an organisation often causes confusion among employees. This results in a lack of clarity about roles, because it is not always clear to employees what is expected of them in a new position. This problem also occurred at a temporary government agency. For this reason Learnit Training was asked to provide a tailor-made training for the 71 employees of various departments. The goal of the training was, besides better advice and conversation techniques with internal and external customers, to get a better understanding of each other's working method and the large-scale reorganisation. The result: better cooperation between employees and more motivation at work.


After a personal intake with all employees, two Learnit trainers mapped out the biggest bottlenecks and points of attention within the organisation. With this knowledge Learnit Training has designed a tailor made training Resistance to reorganisation: leadership to change, adjusted to the challenges and opportunities within the organisation. Besides the lack of clarity about the roles, attention was paid to improving the cooperation between different departments. Some of the more general skills that have been addressed are:

  • conversation and listening skills;
  • advise from the partner role;
  • giving and receiving criticism;
  • assertiveness;
  • present proposals and
  • making bad-news calls.

All exercises took into account the work situations of the employees, so that what was learned could immediately be applied in practice. Prior to this, all managers were trained in order to guarantee the assurance and support.

Experiences of employees

"A lot was shared, discussed and practiced. The resistance that existed among the employees was well discussed and turned around prior to and during the training. As a result, the general atmosphere was eager to learn."

"Because Learnit Training has already provided several training courses within the company, the instructors are able to respond well to the need."


Changing the meeting culture at Gemeente Hoorn

For eleven trainees at Gemeente Hoorn Learnit Training organised an extensive trajectory in changing the meeting culture, of which the trainees in turn could pass on the most important points to their colleagues. After eleven trainees were hired at various departments of the municipality of Hoorn, these brand new colleagues found out after a few weeks that the meeting culture at the municipality could not be called very efficient. People came late, the agenda was hardly ever consulted and the meetings served mainly as a social hour.

More effective = more enjoyable

To give this meeting culture a more energetic and effective twist, the municipality of Hoorn was looking for a Meeting: Efficiency and Results training course for the eleven trainees. The trainees, as true meeting experts, could then in turn provide their colleagues with new meeting techniques. Through playful actions, such as distributing photos and cards prior to or after a meeting, the trainees were able to draw attention to these techniques. When colleagues showed interest in the effective meeting techniques, the trainees could coach them. Here, it was important that the trainees acted clearly in coaching their colleagues, to prevent misunderstandings and (big) differences in insight. In short: creating clarity about how meetings can be held in a pleasant way.


Learnit Training developed a mix of the training courses Meeting: efficient and result-oriented, Train the trainer, Intervening with resistance and Giving feedback. These training sessions contained the keys to a strong understanding of effective conferencing, how to pass this understanding on to others and how a meeting culture can slowly but surely be changed. The trainees stated afterwards that the training "was well-tuned to our wishes and situation", the material discussed was "very applicable in practice" and the trainer "went into the material deeply enough and left enough room for questions and clarifications".


Leadership trajectory for shipping organisation

An organisation from the shipping industry is engaged in a professionalisation battle. The starting point is the initiation of a more relationship-oriented organisational culture, in which the results and task objective are paramount.

Situation description

The organisation is in motion with the objective of shifting the closed organisation to a more open, communicating organizational culture. The characteristic of an open culture is coaching leadership and giving clear feedback. In order for such a change to permeate all layers of the organization, it is important that the management team and management team show the correct example behaviour to follow. This also demands a great change from themselves.

It goes without saying that change does not arise from employees who have been associated with the organisation for many years. Clear communication about this and recognition of resistance to change is important to make this change of direction a success. Because there are still very old members of these employees, it is important that the executives pay careful attention to the relational side of the leadership.

The trajectory

This leadership trajectory focuses on the "soft side" of change, such as motivation, competences, culture and skills. This choice has been made because human behavior is ultimately the core of a change process. After all, results are achieved by people, and human action consists of knowledge, skills, behaviour and attitude. And so is the circle around. Learnit Training has designed this multi in close consultation with the management team and through support in the field of training, coaching, advice and in the role of facilitator. The result is that employees now themselves take more ownership of their actions, there is less of a gossip culture and employees are more directly engaged and provided with positive and constructive feedback.


Dealing with aggression and verbal abuse for a housing corporation

In a housing corporation, a large number of desk workers have had to deal with aggression and verbal abuse to a greater or lesser degree. This is in line with research by the Labour Inspectorate, which shows that almost half of employees of housing corporations have to deal with aggression, intimidation and violence. The desk staff working in the secretariats have a lot of direct contact with clients. It is part of their daily work to give bad news about, for example, moving out of the dwelling, an increase in costs or delays with repairs. This was increasingly accompanied by verbal aggression from their customers, which many employees found very unpleasant.

In order to better and more safely deal with aggression, Learnit Training has organised the training 'Dealing with aggression and (verbal) violence ' for the housing corporation. By conducting intake interviews with the 18 participants, the trainer gained an insight into the forms of aggression that often occur among these employees and how they deal with this. This was further elaborated on during the training. In order to give everyone sufficient individual attention, the participants were split into two groups.

Forms of aggression

In the training the participants learned to distinguish between different forms of aggression that occur in the workplace. They then practiced with this using their own practical situations and an actor. By practicing de-escalating interview techniques, receiving feedback and learning from mistakes made, the desk officers were able to deal with aggression and verbal abuse in a constructive way. The participants also gained insight into their own primary way of responding to emotions, aggression and conflict situations. During the training it was discussed whether this way of reacting was constructive and if not which way would work better. Finally, the participants discussed how they could best support each other after an incident with aggression, which was experienced as very valuable.


The participants found "the content of the training completely in line with the practice" and they found that the trainer "put together the program very well to the wishes of the organization. The trainer anticipated well to the group by alternating theory and practice." The training contained "good exercises, which you can certainly use! Especially learning to deal with certain circumstances, but also getting to know yourself was very interesting". Both the trainer and the participants ended the training with a good feeling.


Dealing with aggression and communicating effectively for city surveillance officers

City Supervisors are increasingly confronted with aggression during their work. Good communication skills are essential in order to respond effectively and adequately. Conflict and stress management are also very important. A large municipality in the Netherlands has used Learnit Training to set up an enforcement academy, so that all city guards could become BOA certified. In order for these officers to be well prepared for their job, Learnit Training provided a five to ten day training to 350 employees of the municipality. The BOA training lasted six months in total.


Spread over 2.5 years, 350 enforcers followed the components interview techniques, dealing with aggression, conflict and stress management, for which sixteen Learnit trainers were deployed. In order to connect the course to daily practice, the trainers have worked with different departments on the street, they have had conversations with managers and intake interviews with the enforcement officers. In this way the Learnit trainers were well informed about the daily work situation of the enforcers and they knew where the biggest bottlenecks and challenges were. To practice the learned techniques immediately, actors were used to simulate the situations as realistic as possible.


The BOA course was concluded with a Proof of Ability. In addition to role-playing, the enforcers also took a substantive test to see how well they had absorbed what they had learned. In this way, the enforcers can carry out their work with sufficient skills. By ensuring that the situation does not escalate, the enforcer ensures that an unsafe situation does not arise. This benefits the municipality, the enforcer and the offender. Learnit Training is happy to work towards this!


Motivating performance and assessment interviews

W. van Dam

Both managers and employees often look up to the (usually mandatory) performance and assessment interviews. With the help of the book "Motivating performance and assessment conversations" you will learn to influence the motivation of your employee.


Better performance and assessment

G. Haentjens

In the book 'Better performance and assessment' Hans (experienced manager) coaches Heleen (novice manager) and Adriaan (employee) in conducting performance and assessment interviews. How can you inform employees about their performance in the right way? And how do you guide your employees in their development? The book provides tips and insights. In our training Performance and assessment interviewswe useamong others this book.


Effective dialogues

M. van den Berg

Clear and to the point communication ensures that people know where they stand. To gain control over a conversation, you must be able to give and receive the right information. With the help of the book 'Effective Conversations' you can discover what your (specific) pitfalls and attention points are. In addition, the book offers directly applicable tips. In our training 'Conversation techniques'we makeuse of this book, among other things.


Focus on results and development (2009)

T. Bröcker and L. van den Broek

The basic idea of the Performance Management Cycle is that concrete and measurable agreements can be made about competencies (to be developed) and desired results. In the book 'Focus on results and development' the conversation cycle is explained in a practical way, so that you can start working with it immediately.


Performance Management. All about: assessment, competencies, performance interviews, rewards and 360*-feedback (2000)

L. van den Broek, E. van der Giessen and A. van Oers-van Dorst

The book 'Performance Management' explains in a practical way the differences and similarities between performance appraisal and assessment interviews. The book discusses the 360 * feedback tool, goes into forms and gives practical tools for conducting interviews.


Ten Influencing Skills

J. Bagus

To exert maximum influence on others, you can use compliments, sketch attractive situations and present good arguments. In the book 'Ten Influencing Skills', ten influencing skills are described, which you can learn to use in your practical situation(s). In the training 'Influencing skills and persuasion', we use among others this book.


Conflicts in organisations (2011)

Y.H. Gramsbergen-Hoogland, H. Blom and H.T. van der Molen

Conflicts do arise within any organization: they are often experienced as awkward and uncomfortable, while conflicts can also offer opportunities. Resolving a conflict can lead to a situation in which both parties are ultimately better off than before. In the book 'Conflicts in organizations' theoretical frameworks are alternated with practical advice and specific applications. In the training Conflict Management we make use of this book, among other things.