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Training courses Professional conversation

Communicating means more than just saying what you have to say. Distinguishing observations from interpretations, active listening and moving in the other are important skills. In our conversation skills training you learn to use specific conversation techniques at the right time.

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How do you deal with annoying customers?

"The customer is always right" and "The customer is king", both statements that were often used in the past and are still often used in business today. These statements show that no matter how nonsensical or unjustified a customer response may be, it should always be taken seriously. But is this really always a given?

In order to be able to see that, it is important to reflect on how you as a person would react to a difficult customer.

The lion, the deer and the cat

If you look at it very simply, there are actually three different kinds of 'primal reactions' that people have when they come into contact with an annoying customer. These can be translated into the lion, the deer and the cat.

A lion is a fighter, he doesn't shy away from conflict and tries to think of solutions right away. The lion's pitfall is his urge to fight and attack, with the result that it can appear repulsive to customers.

The deer flees, he prefers to avoid the conflict and will always try to take a submissive position. The advantage is that a customer will feel heard in the first place, the disadvantage is that the flight of the deer does not solve the problem, which will eventually lead to a dissatisfied customer.

The cat freezes, he will try to create distance between him and the client to be able to observe the problem from an expert role. The pitfall here is that the cat does not make contact with the client which makes the client feel unheard of.

In the end, we all tend to one of these roles. Nevertheless, this is not the same in all cases, for example, sometimes you imagine yourself to be more like a lion while at other times you may be more like a cat.

Needs

With the information about the lion, the deer and the cat in mind, it is now interesting to start thinking about what customers need. As an example you can say that someone who comes across as angry needs understanding in the first instance, followed by an explanation and finally a concrete plan. In this plan you have incorporated all three roles.

Free webinar

Would you like to know more about this subject and are you curious which role suits you best? During the free webinar that was held on January 14, Michaela went deeper into satisfying troublesome customers. Look at him back here!

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Ten conversation techniques to trump someone

Many of the communication trainings of Learnit Training are about listening, understanding the other, living in someone's situation and showing empathy. ,, Very important, in most cases ' ', says communication trainer Rob van Learnit.

He soon throws it over another bow. Because sometimes you just want to get your sense: with a sharp remark someone trumps. You want to score and win.

' I could trump your verbally but strong '

Rob explains why these skills are important too. ,, It doesn't have to happen often, but there are occasional times when you think: I could now Trump you verbally. ' '

The central question during Rob's webinar on July 9: 'How can you successfully question someone's statement and make your point?' To answer this, Rob discusses ten conversation techniques that you can apply immediately. "Chances are there's a technique for everyone that fits well."

In the webinar, Rob will present a statement that may sound familiar to you. Imagine: your manager makes the following statement: "That training at Learnit is far too expensive. Such a course is not worth the money.

Metaframe

Rob will teach you ten conversation techniques in the webinar to question that thesis, we'll discuss one in this blog. "One of the ways is called metaframe," says Rob. "You evaluate the statement in the context of a recurring personal context of that manager."

So you actually have a conviction about his conviction. Rob:,, you say: ' You only believe that money is not worth it, because you have a lack of confidence. ' ' '

That way, you make sure that the manager's ruling is about himself, rather than the training. The consequence: he will defend himself. Then you can build on earlier times that he showed little confidence.

Free webinar

The trainer gave the webinar on July 9. Look back here!

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Measures in organisations for dealing with aggression

Unfortunately, some people face aggression in the performance of their duties. By taking measures as an organisation to prevent and deal with aggression, you show employees that they are not alone. But as an organisation, how do you take such measures? The Ministry of the Interior has drawn up 8 Measures Safe Public Duty for people who fulfil a public duty, such as civil servants and employees of emergency services. Below you can read more about these measures and how you can take them as a starting point for measures within your organisation.

1. Set standards and communicate these

Formulate common norms as to what behavior is and is not acceptable. In any event, behaviour is unacceptable if it is punishable if it hinders workers from performing their work normally and if it disrupts the order of business. An important guideline for defining acceptable behavior is: emotion mag, but aggression does not. Set up house rules and codes and communicate them both internally and externally, for example by hanging them in reception rooms or placing them on the website. Also be clear about the consequences of unacceptable behaviour.

2. Encourage workers to report aggression

Workers can sometimes be reluctant to report aggression. For example, they do not want to be weak or fear that they will be blamed for aggressive behaviour. As an organisation, the message is that employees can always discuss problems on the work floor with a supervisor. It is also good to set up a trustee that employees can contact.

3. Register all occurrences of aggression

It is important to record all occurrences of aggression. Employees are therefore taken seriously and the organisation can take measures to prevent and better tackle aggression in the future, for example by a different establishment of the work location or more security. By accurate registration You can identify which departments are most involved in aggression and what is causing them. This allows specific measures to be taken.

4. Train employees in dealing with aggression

Good information and training makes employees more resistant. A training allows employees to experience in a safe environment what aggression does to them and how they can respond effectively. Also, employees learn during a training why people behave aggressively: out of frustration, to achieve something or unmanageable aggression that results from resource use or mental disorders. As a result, they are all the better prepared when they are dealing with aggression.

5. Show a response to the offender within 48 hours

It is extremely important that an organisation implements an unambiguous policy with regard to dealing with aggression. If an employee says ' No ' ', the employer must also do so. This can be for example by giving a warning, doing declaration, redressing or a lien. This will give the offender the clear signal that he or she has crossed a border and feel workers are supported.

6. Encourage reporting

Making a declaration is a way to make the offender notice that he/she has gone too far. An employee can make a declaration himself, but the employer can also arrange the declaration. The worker who has become the victim of the aggression will then make a testimony. If an offence has been committed, the offender will be prosecuted. If there is no criminal offense, the police will still register the incident. Often aggressive behavior does not remain at once. The offender is in any case a known of the police.

7. Story damage on the offender

Also, with the story of damage, an organization gives a clear signal and the person who behaves aggressively is affected by his actions. Both physical and psychological damage can be recovered.

8. Offer care and aftercare to employees

Bring employees who have been dealing with aggression into safety and let them do their story. Indicate employees that they can get help. Some people easily let such an event slip off, while other people may experience it for a long time. It is important to stay alert or the employee (s) after the case of aggression gets complaints. A consequence conversation is certainly advisable. Also inform other colleagues about the occurrence and assess whether the measures should be tightened up.

Dealing with aggression on the work floor

The eight points mentioned are therefore useful not only for people working in the public sector, but also for people in the private sector. Thanks to these measures, aggression can be better prevented in your organisation and your employees know how best to deal with aggression. Do you need more practice? In our two-day training 'Dealing with aggression on the shop floor', you will become increasingly proficient in de-escalating a difficult situation.

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Applications: Ethical and legal issues

A number of ethical and legal issues are being looked at in order to obtain applications. What can you ask and not? And where can you select or not? We will take a few important points.

Gelijkebehandelingswetgeving

Thanks to the Equal Treatment Act, it is forbidden to discriminate against people in the Netherlands. Avoid questions or comments about a person's gender, age, race, religion, nationality, pregnancy, sexual orientation, marital status and children. Here are a few examples of questions the recruiter is not allowed to ask: Are you planning to get pregnant? Do you like women or men? Are you a member of a political party?

Be transparent

As a fundraiser, it is your responsibility to provide accurate information about the job and the organisation. The vacancy must clearly state the tasks, competences and responsibilities, job requirements, type of employment, work size, place in the organisation and location. Within two weeks after the closing date of the vacancy, the applicant must be notified and the organisation must provide clarification on the application procedure.

Social Media

Many rejections of candidates are due to information found via social media or Internet. An organization must be aware that this information is not always accurate, accurate and/or relevant. Judging a candidate based on photos and information found on social media violates an employer's ethical obligation to avoid selection criteria that are not related to job performance. Often, personal information, such as religion, marital status, nationality and age, can be found on social media. If relevant, public information may be discussed with the applicant.

The Netherlands Association for Personnel Management & Organisational Development (NVP) has established a ' ˜ NVP application code ' which contains basic rules that organisations and applicants can take into account when applying for applications. The code must ensure a fair and transparent recruitment and selection procedure. An organization can possibly adapt the code to its own specific situation, if there is a reason for this. Curious about the NVP application code? The code can be found here .

Recruitment and selection: job interviews

In addition to the ethical and legal issues, during our two-day training, recruitment and selection: interviews with many more topics will be discussed. Where can you run into a job interview and how do you deal with it? Learn to study Cvs efficiently and prepare and shape a job interview well. More information about the training?

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How do you interrupt a conversation in a clever way?

How do you interrupt a conversation in a clever way? Pausing a conversation can soon be considered rude. However, it can be a convenient way to change your conversation partner's mind. We give four tips!

1. Ask a question

Ask your interlocutor a question, preferably a closed question. When someone asks us a question, we are generally quickly inclined to give an answer. Ignoring a question is, after all, rude. Asking a closed question leads to shorter answers, so you can quickly take over the conversation after the answer. Don't get an answer? Ask the question again, this time only formulated differently. Such as:

Question 1. When did you send the file?

Question 2. Sorry It's not clear yet, when did I receive this?.

2. Yes, and...

Everyone knows the ' Yes, but ' '. These words together soon have a negative charge. For the interlocutor it is immediately clear that you do not agree with anything. A good variation of this is ' Yes, and ' '. You can continue your sentence by building on what your interlocutor said. An example: ' 'yes, and I also would like to look at it.' ' Your interlocutor gets the feeling that you agree with what he/she said, while you can subtly push the conversation your way.

3. Request permission

Ask if you are allowed to interrupt your conversation partner. In principle, you interrupt the conversation already, but if you speak the question correctly, it is not rude. When you ask for permission, just ask yourself politely, you can choose to simply ' 'may I interrupt you?' ', but you can also subtly compliment your interlocutor. Say, for example, ' 'that's a good point, can I add something to it? ' '

4. Agree

Use consent as a means to interrupt the call. Give your interlocutor an equal and be enthusiastic. Because of this the chances are that he or she feels flattered and that your interlocutor thinks you are on the same side in the conversation. This gives you a chance to take over the conversation. For example: ' 'I totally agree With that! Did you know too... ' ' Or ' ' I think that's a very good idea. In addition, we would also... ' '

Training Conversation Techniques

Want to learn more about conversation techniques? In The training conversation techniques you learn to become aware of your own qualities and pitfalls and what effect this has on the course of a conversation. You will learn to understand the purpose of a conversation, so you can consciously determine your strategy and conversation techniques to achieve this goal. By sharpening your skills, your conversations will be more pleasant, effective and efficient.

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Step-by-step plan to de-escalate aggression

When dealing with aggressive people it is important to know that aggression provokes aggression. Sometimes a way of looking, saying something or a certain posture can already provoke aggression. Interest can be interpreted as meddling ("Hey, what are you looking at?" Do I have something for you? "), while that is not meant at all. It is important to pay attention to your own way of communicating, because your behavior can be just those drop that the bucket is doing to someone else.

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

Aggression is at least more manageable and brings less suffering when you get more instruments to recognize violent behavior early, to de-escalate, and to obtain a clear picture of your own behaviour in the situation. With the help of professional actors, these skills are fully developed and rediscovered in our training Dealing with aggression and (verbal) violence and the specialized variant Aggression Training for Boas. Link

Use and necessity of aggression training

Violence in the public area is increasing. We are increasingly reading headlines like "Steekwerend Vest in Haagse trams", "conductor to hospital after abuse" and "security victims often victim of violence". A behavioural and cultural change is undoubtedly necessary, but the impact of aggression can be reduced by thorough training.

For Boas, security guards, conductors, desk staff, agents, bailiffs, teachers or other professionals working in the public space, we have therefore developed two aggression trainings. These trainings provide tools to:

  • To better understand the physical and mental effects of aggression;
  • To recognize aggressive behaviour early;
  • To be able to anticipate this behaviour quickly;
  • De-Escalating to act;
  • Assertiveness further develop and
  • Mapping your own behaviour through video analysis.

We do this by working with professional actors, a proven program and by offering the training very tailor-made. As a student you always have a connection with your own work situations, because we take this as a starting point when developing practice exercises.

We offer two training variants:

After following one of our aggression trainings you will stay (better) in balance and you Are (DER) in difficult situations. Please contact us via info@learnit.nl or call one of our training advisors to discuss the possibilities (020 6369179). [link]

Free Presenting course

During a presentation you will be in the spotlight. You are literally right in front of the audience. As a single opposite to the group. Man is essentially a group animal, and for most of us, speaking of a group is a very stressful event. We do not want to fall out of the group and fail under the watchful eye of the public.

In order not to fail, a presentation needs to be properly prepared. And here it usually goes wrong. It is often thought that preparing a presentation is equivalent to creating PowerPoint slides with what you want to say. After that, it's a matter of your PowerPoint ' do ' for the public. Consequence: An audience fighting against the sleeping tail to slides, hoping that it is soon over. And that's what the presenter often hopes.

Recognizable? Nice. So you're going to never do it again. Now you're going to learn how to prepare a presentation, how to use PowerPoint well, and how to become a relaxed and good presenter. You are going to shine in the spotlight!

Click here to follow the free online Presenting course.

Prefer to follow a training session with other participants? Then go to the Training page of presenting with conviction. If you want to organise a group training, you can always request a free quote or Contact Us With one of our advisors. We like to think along with you and wish you good luck with your presentations!

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Confident, inspiring and decisive action

Anyone who really wants to achieve something will have to be able to exert influence on others. Influencing is an important communicative skill. By thoroughly analysing situations you can act confidently, inspiringly and decisively. Because not every situation requires the same way of influencing, understanding different influence styles is very valuable.

If you want to influence someone, you can distinguish between push and pull styles. When you 'push' you start from your own interests and wishes. Pushing energy is direct, powerful and convincing - the other is put under pressure to change course or take action. When you "pull" you first align yourself with the other person's interests, and then pull him away from his point of view. Drawing involves the other and is compelling - the other is stimulated in his involvement by a greater understanding of his needs and interests.

Within each style there are a number of behaviors you can try out:

Pushing Style: Convince

You bring arguments in a self-assured way and take the other person with you. Persuasion is a pushing style, because you 'push' the other person your way with your arguments. With this style you focus on the other person's mind and reasonableness.

Pushing Style: Pushing

You can encourage someone by setting standards, appealing to your authority, judging or negotiating. Encouragement is a pushing style, because the emphasis is on the use of (light) coercion. With this style you rely on your own willpower.

Trek Style: Investigate

If you adopt an inquisitive attitude, you put yourself in the other person's feelings by asking questions, listening, making a personal appeal and closing coalitions. Investigating is a style of pulling, because you give as much space as possible to the wishes of the other person, but the other person does want to draw to you on the basis of his interests. In this style, empathy is the most important tool.

Pull Style: Inspire

You can inspire someone by making sure that the other person goes all the way for your goal. Inspiring is a pulling style, because you have a common interest. With this style you sell by seducing.

Every influence style has its own strength and weakness. It is therefore important that the chosen style fits well with your interlocutor and the situation you are in. In our training influencing skills and persuasion , you (among others) go deeper into the thrust and pull styles and learn to personalize them.

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Increase public violence: what to do?

Verbal or physical violence against professionals in the public space has taken off in recent years. Conductors, municipal desk clerks, bailiffs, parking attendants and BOA's: the emancipated citizen is increasingly taking his or her grams and this is increasingly accompanied by all kinds of violence. Even people who have the best interests at heart, such as social workers, become victims. The national SIRE campaign that has been putting the increasing violence against the police, ambulance and fire brigade on the map for several years now is fresh in everyone's memory and seems to be bearing fruit.

But as mentioned earlier, other public officials are also increasingly confronted with various forms of violence, such as private security guards. Two-thirds of them, in a sample of 800 people, indicated a few months ago that they had been victims of (sexual) harassment, discrimination and physical and verbal aggression - the latter form being the most common. In addition, a quarter of this group reported that they suffered greatly from these confrontations - from stress, insomnia and less pleasure at work to psychological and physical complaints.

Of course, there is no justification for this increasing victimisation. A renewed relationship between citizen and public professional is needed and this behavioural change is at the heart of, for example, the aforementioned SIRE campaign.

But that does not alter the fact that the government has drawn up a number of guidelines to reduce violence and aggression against professionals in the public domain. One of those points in the Safe Public Duty programme is the guideline for organisations to train staff in preventing and dealing with aggression and violence. However, only just over half of, for example, private security officers have received such training, although it should be noted that a large majority believe they know how to act through practical experience, for example.

Nevertheless, there are always possibilities to improve this action considerably. At the very least, violence becomes more manageable and inflicts less suffering when professionals are given more tools to recognise violent behaviour at an early stage, to de-escalate it and to obtain a clear picture of their own behaviour in the situation. These skills are, with the help of professional actors, fully developed and rediscovered in the training Dealing with aggression and (verbal) violence and the specialised variant for BOA's, both developed and taught by Learnit B.V.

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Convincing others of your ideas-working on your influencing skills

The amounts for emergency aid are flying around our ears these days. Emergency fund Greece: 130 billion. Portugal 78 billion and Spain gets 'up to' 100 billion. And yes, the Netherlands is also paying for it. As politicians you have to come from good homes to convince the voters of the need for these measures. Or just the opposite: how do you convince your voters that it's all wasted money? Or that Europe is even better off without the euro? Whatever your opinion on this, that you need good influencing skills to convince others of your opinion is beyond dispute.

How do you convince someone? One has to make more effort to convince someone than the other. An expert is often quickly taken seriously, like a doctor or lawyer. There are also people with so much charisma that they are always listened to. For most people, convincing others is not that easy. Luckily you can learn to convince or influence, there are even special techniques for it. If you want to do this successfully, you have to be convinced of your message yourself. How you get your message across is almost as important as the message itself. Do you want to be more convincing at work from time to time?

Here are 6 tips from Learnit to convince other people of your ideas:

  1. Believe in what you have to tell and radiate self-confidence! You do this by being well prepared. Only if you know exactly what you want to tell, you can also transfer it to others. Avoid weakening words like ' maybe, I think, sometimes, awkward to say and possibly '. And use convincing words such as: "That's right, of course, and of course, obviously."
  2. How do your colleagues think about the subject? What are their front and counter arguments? If you know this, you can respond to these arguments in advance and let them come and refute them during your speech.
  3. Use humor and make possible use of appealing examples. This will make your story lively and people would rather assume something from you.
  4. Talk quietly and speak your most important arguments vigorously. This way you put emphasis on your words.
  5. By standing upright or sitting, you radiate calm. With hand gestures you get more convincing. Try not to go fidgeting or fröbelen to things, that gets nervous about it.
  6. Which style is the same as the one you want to convince? Your boss will speak differently to a group of students. Age, level of education and rank or stand are important. Customize your way of speaking!

Do you want to learn to convince better? Then the training influencing skills is highly recommended. In This training you learn to adapt your style of convincing to your interlocutor. And you develop those skills that you need to convince others.

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Aggression at work: 6 tips to guide the situation to calmer water

Threatened with a knife while performing their work that happened to ambulance personnel last week in Delft. The situation was so threatening that a police officer had to shoot the man. Fortunately, in most situations it is not so obvious and there is still something to start with the aggressor. Do you (hopefully to a lesser extent) sometimes have to deal with anger or aggression of another during your work? Then it is wise to learn to go well.

Many people do not know how to react effectively to aggression, and that is not strange either. One acts from a biological defensive mechanism that is activated during a threatening or stressful situation. Everyone recognizes reactions resulting from stress, such as heart palpitations, clammy hands, dry mouth and tension. This is what you call the ' flight-or-fight ' response. When there is a threat in our environment, we want to flee or fight. This ancient response has proven to be very effective for our hunting ancestors, but it is now possible to make a situation escalate.

How best to react to aggression depends on the situation and the type of aggression. Below are 6 tips that can help you when dealing with aggression.

  • Aggression provokes aggression. So try not to react too impulsively to an aggressive person and try to control your own anger. If you too let go, the other can become even more aggressive and evil. And you want to avoid this!
  • Live to some extent with the aggressive person. You don't have to say that he/she is right, but you can show understanding. In many cases the aggressor feels heard and understood. This can cause him or her to cool slightly.
  • Stay calm and polite and treat the other with respect.
  • Do Not go into discussion, that often only lures more anger. It is better to summarise what the other person says. So: "You are not happy about it and I see that you are angry."
  • You don't have to pick everything up. Set limits to the behavior of person, but do not reject the person himself. If the situation really escalates, call on the assistance of a supervisor or monitoring.
  • Take no risk. Especially if there is drink or drugs in the game, you better do nothing. The reaction of the aggressor can be so unpredictable that it is wiser to do nothing.
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Learn to negotiate with results

What CDA, VVD and PVV did not succeed in 7 weeks, the Huntsman succeeded in 2 days with the help of the opposition parties. How has he managed to do that? By negotiating well! With the elections ahead, there is still plenty to argue about in the coming period: which parties are going to rule together and what important reforms are they going to make? Subjects such as the mortgage interest deduction and pension reforms have now become real ' headache dossiers '. Good negotiating skills are indispensable in order to bring these difficult issues to a satisfactory conclusion.

Here are 5 tips from Learnit to bring negotiations to a good conclusion:

  1. Be flexible in the position you take: if you use the desired result star, there is little room to negotiate.
  2. Make a distinction between the relationship (people) and the problem (the task) and do not mix these two. So don't play on the man!
  3. Search for the mutual interest of both parties and strive for a win-win situation. So avoid just chasing your own interests, which can backfire.
  4. Try to negotiate with as objectively as possible criteria and not with arguments drawn out. Also let the ego not play too big a role (as per se want to win).
  5. Keep in mind that negotiation should improve the relationship between the parties and certainly not harm them.

These tips are derived from Fisher, Ury and Patton, From their book Excellent bargaining. This is the book in terms of negotiation.

Need more tips? In our two-day training Negotiate We will do exercises to find out which techniques best fit your personal negotiating style. You gain insight into the negotiation process and learn to set negotiating goals. We are going to get started with questioning techniques and convincing arguments. After the training, you will be firmly negotiating and you know to better represent the interests of yourself or your organization.
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Ten influencing Skills (2014)

J. Bagus

In order to exert maximum influence on others, you can use compliments, sketch attractive situations and present good arguments. The book 'Ten Influencing Skills' describes ten influencing skills that you can make your own and learn to apply in your practical situation(s). The training 'Influencing skills and persuasiveness' includes the use of this book.

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Do you note this here? (2010)

E. Tube

A large proportion of people find it difficult to learn taking minutes. With many common pitfalls, you can think of too much writing down, not being able to distinguish the main issues from any other issues or to hang up when working out minutes. In the book ' Make a note of this? ' you will be taken in the whole meeting process-from preparation to dispatch of the report. Learning effectively taking minutes In training

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Effective two interviews (2006)

M. van den Berg

Clear and to-the point communication ensures that people know where they are. To get control over a conversation, you need to be able to give correct information and find out. With the help of the book ' Effective Two conversations ' you can discover what your (specific) pitfalls and points of interest are. In addition, the book offers directly applicable tips. In the training discussion techniques We make use of this book.

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Interviewing (2005)

M. van Waveren

How do you get interesting and relevant information on the table during an interview and do you break the general chat of your Interviewkandidaat? With the help of the book ' Interviewing ' you will learn how to get information up in a critical, but respectful way. In the appendix of this book you will also find worked interviews with van weighing, Paul Witteman and Frènk van der Linden. In The Training interview techniques We make use of this book.

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The dirty TRICKS of Negotiating (2010)

G. van Houten

Negotiating is the process of scanning, examining each other's interests and conditions, eventually coming to an agreement that is acceptable to both parties. With the techniques and strategies from the book ' The Dirty TRICKS of negotiating ', you won't be quick to get out of the field. In the Training negotiation We make use of this book.

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Public Speaking (2011)

K. Yati and P. Jansen

Many people find it annoying to present, while everyone is able to give a convincing presentation. The purpose of the book ' Public Speaking ' is to provide the tools for people who want to learn to adopt a good attitude, to optimise the structure of their presentations and to learn more about the use of audiovisual instruments. In the training presentation with conviction We make use of this book.

In Our communication trainings, not only books, but also custom made syllabi and handouts are used.