Introduction

Listening is one of the most essential – yet often overlooked — skills in both professional and personal life.  It’s not just about hearing the words someone says, but about truly understanding their message, intent, and emotions.

Whether you’re a manager, team member, or friend, good listening can build trust, reduce misunderstandings, and improve outcomes.

This short questionnaire will help you assess how effective your listening skills are. Be honest with yourself when completing it – this is a tool for self-awareness and growth, not a test.

Complete the Questionnaire

Now What? Five Powerful Ways to Improve Your Listening Skills

Here are five impactful ways to boost your listening abilities:

1. Give your full attention
   Minimise distractions – put your phone away, close your laptop, and maintain eye contact. Presence shows respect and makes the speaker feel heard.
2. Resist the urge to interrupt
   Let the speaker finish their thoughts before jumping in. Interrupting often means you’re listening to reply rather than to understand.
3. Practice active listening
   Show that you’re engaged by nodding, making small verbal acknowledgements (“I see”, “Go on”), and paraphrasing to check understanding (“So what you’re saying is…”).
4. Be aware of body language
   Non-verbal cues like posture, facial expressions, and gestures all signal whether you’re genuinely listening or just waiting for your turn to speak.  Also, be aware of their body language; does it match what they are saying? If there is a mis-match, do you need to ask further questions to establish what they are really thinking or feeling?
5. Ask thoughtful questions
   Follow up with open-ended questions that show curiosity and interest. This deepens the conversation and helps build stronger connections.

Understanding the types of vulnerability your customers may face is the first step to providing meaningful support.

Common Causes of Vulnerability

Health issues – including physical or mental health conditions, disabilities, or cognitive impairments
Financial concerns – such as debt, low income, or difficulty managing money
Life events – bereavement, divorce, job loss, domestic abuse
Other challenges – for example, limited English skills, digital exclusion, low literacy, or age-related barriers

Customers may not always offer this information voluntarily. Staff need to be trained to listen carefully, spot warning signs, and respond with empathy and professionalism.

Why It Matters

Organisations have both a legal and moral responsibility to support vulnerable individuals. This means:

• Not making assumptions
• Listening without judgement
• Showing empathy and patience
• Taking time to build rapport and understand needs
• Offering the right support—or signposting appropriately—in a timely manner

Vulnerabilities can range from someone being digitally excluded or recently bereaved to someone facing serious abuse or coercion. Your staff are on the frontline of recognising and responding to these situations.

A Practical Tool: The Traffic Light System

One effective method for assessing vulnerability is the traffic light system, which helps staff quickly identify the level of support a customer may need:

Green – Potentially Vulnerable

The customer is currently managing but may be at risk in the future (e.g., due to illness, changing life circumstances, caring responsibilities).

Amber – Vulnerable

The customer is currently at greater risk of harm or disadvantage and may need proactive support to avoid further issues.

Red – Particularly Vulnerable

The customer is at significant and immediate risk. Swift, protective action is required, and referrals to safeguarding or specialist services may be necessary.

Case Study 1:  A missed payment that meant much more

Situation:

Margaret, a long-standing customer in her 70s, called to query a missed payment on her energy bill. She sounded confused and anxious, repeating questions and struggling with the online system.

Response:

The adviser gently asked open-ended questions and discovered that Margaret had recently lost her husband and was overwhelmed by managing finances on her own.

Actions Taken:

• Marked Margaret’s account as amber
• Arranged for paper bills in larger print
• Referred her to a local charity offering bereavement and digital support
• Paused late fees to give her time to adjust

Outcome:

Margaret later wrote to thank the team for their kindness and patience. The business avoided further distress and strengthened its customer relationship.

Case Study 2:  Acting fast to protect a vulnerable customer

Situation:

Alex, a young man, called his bank in a distressed state, asking to transfer a large sum of money urgently. He was agitated and struggled with basic security questions.

Response:

The adviser slowed the conversation down and gently uncovered that Alex had recently lost his job and was being coerced by someone claiming they could “fix his debt.”

Action Taken:

• Flagged the account as red
• Escalated the case to a safeguarding specialist
• Temporarily froze the account to prevent the transaction
• Referred Alex to a financial abuse support helpline and local debt advice service

Outcome:

The staff’s swift action prevented fraud and protected Alex’s savings. He later accessed mental health support and employment advice through a community partner.

Training Your Team to Support Vulnerable Customers

Would your staff know how to respond in these situations?

Our one-day training course provides essential knowledge and practical tools to help your team:

• Recognise the signs of vulnerability
• Communicate with empathy and confidence
• Use tools such as the traffic light system and other simple frameworks
• Know when and how to refer or signpost appropriately

Click here for the full course outline.

For more details or to book, complete the contact form below or email Janet Baker at janet@inspiretrainingmidlands.co.uk

Dealing with difficult behaviour at work can be challenging but, with the right approach, managers can effectively navigate these situations. Here are ten great tips for managers:

1. Stay calm and objective:  Difficult people may try to provoke a reaction.  Stay calm, composed, focused, and objective in your interactions. Remember, emotional reactions can escalate conflicts.
2. Listen actively:  Practice active listening, as against just hearing, to understand the underlying concerns or motivations of the person displaying difficult behaviour.  Make sure you pay attention to both verbal and non-verbal signals too.
3. Empathise:  Show empathy by acknowledging the other person’s perspective, even if you disagree with it;  for example, use phrases like “I understand this is frustrating for you, however…”;  “I appreciate this makes you angry, however…” . This can help reduce tension and open up communication channels with them.
4. Set clear boundaries:  Clearly communicate expectations and boundaries for behaviour in the workplace. Be firm but respectful when enforcing these boundaries.
5. Focus on solutions, not blame:  Shift the focus of discussions from apportioning blame to finding workable solutions to the issues. Encourage collaboration and problem-solving from the onset.
6. Provide constructive feedback:  Offer feedback in a calm, constructive manner, focusing on specific behaviours or actions rather than personal attacks. Be specific, objective, and offer suggestions for improvement.
7. Stay professional:  It is vital to stay professional at all times, even when situations are challenging. Avoid getting drawn into personal conflicts or power struggles, don’t cry and don’t lose your temper.
8. Seek mediation if necessary:  If conflicts persist, consider involving a neutral third party, such as HR or a professional coach/mediator, to facilitate communication and resolution.
9. Document incidents:  Keep detailed records of any incidents or interactions with difficult individuals, including dates, times, witnesses, and specific behaviours. This will prove invaluable should further action be necessary in the future.
10. Lead by example: Always demonstrate positive communication and good conflict resolution skills in your own interactions with others. Your behaviour sets the tone for the way the workplace operates and your team’s culture.

It is important to remember that each situation is individual and unique, and it may take time and patience to effectively manage difficult behaviour/people. By staying calm, empathetic, and focused on finding solutions, managers can navigate these challenges successfully while maintaining a positive work environment.

Interested in learning more about management and leadership?  Complete the contact form below to find out about the courses we can offer you and your staff.

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Listening is an essential skill for building strong relationships, fostering understanding, and navigating the complexities of communication. However, many of us struggle with truly listening to others. Various obstacles, such as assumptions, biases, the need for control, distractions, and ego, can hinder our ability to fully engage in conversations.

In this blog, we will explore these common barriers to effective listening and provide practical solutions to overcome them. By recognising and addressing these challenges, you can improve your listening skills, enhance your relationships, and ensure that others feel heard and valued.

Here is the ABCDE of why listening is so hard and what you can do to become a better listener.

Assumptions

You think you know what person is going to say so don’t listen or interrupt to fill in gaps.

Solution:

Listen with an open mind.  Instead of predicting what someone will say, approach each conversation as if you’re hearing it for the first time. Practice active listening by paraphrasing what the person has said to ensure you’ve understood them correctly. This not only prevents you from jumping to conclusions but also shows the speaker that you’re genuinely engaged.

Bias

You let person’s outward appearance or opinions or your beliefs block you from truly hearing what is said.

Solution:

Don’t focus on any one thought or emotion that you have. Recognise your biases by reflecting on your initial reactions. Ask yourself if you’re dismissing the person’s perspective due to their appearance or differing views. To counter this, try to focus on the content of their message rather than your preconceived notions. Engage in conversations with the goal of understanding rather than judging.

Control

You feel need to interrupt, rush, and/or correct what person is saying.

Solution:

Listen with your heart as well as your ears, remembering the importance of a relationship. Maintain relaxed, non-hurried posture that communicates that their agenda is important to you. To overcome the need to control the conversation, remind yourself of the value in hearing others out. Adopt a posture that conveys openness, such as leaning slightly forward and maintaining a relaxed demeanour. Use non-verbal cues, like nodding, to show you’re engaged. This will not only improve the quality of the interaction but also strengthen your relationship with the speaker.

Distraction

You lose attentiveness because you think faster than they speak, so you start thinking about what you are going to say next.

Solution:

Stay in the moment, hang onto every word. Refrain from planning ahead about what you will say. Maintain eye contact, which will help you keep focused on the person and communicate that you’re with them. Combat distractions by practicing mindfulness. Before the conversation, take a few deep breaths to centre yourself. During the conversation, if your mind starts to wander, bring your focus back by mentally repeating the speaker’s words. Maintaining eye contact and providing verbal affirmations like “I see” or “That’s interesting” can help keep you grounded in the present.

Ego

You put your own neediness to be focus of attention before other person.

Solution:

Work at respecting and valuing the other person. Learn to love your neighbour as yourself. Set aside your desire to be the centre of attention by genuinely valuing the other person’s perspective. Remind yourself that listening is not about waiting for your turn to speak but about connecting with the other person. Practicing empathy can also help. Put yourself in their shoes and try to understand their feelings and motivations. This shift in focus from yourself to the speaker can greatly improve the quality of your listening.

Conclusion

Listening is more than just hearing words; it’s about truly understanding and connecting with the people around us. By overcoming these common barriers of assumptions, bias, control, distraction, and ego, we can enhance our listening skills and build stronger, more meaningful relationships. Remember, effective listening is a skill that requires practice and intention.

Call to Action:  I encourage you to start by reflecting on your own listening habits. Choose one area to work on this week, whether it’s keeping an open mind, staying in the moment, or setting aside your ego. Small changes can make a big difference.

Do share your experiences or challenges by emailing me at janet@inspiretrainingmidlands.co.uk  —I’d love to hear how these strategies work for you!

Image credit:  Gerd Altmann from Pixabay 

The start of the New Year is a good time to set out your thoughts and ideas for the forthcoming year and to communicate them to your colleagues.

With that in mind, here are three key points for managers to kick start the new year with their team:

1.  Set Clear Goals and Expectations:

Clearly define the team’s goals and expectations for the upcoming year. This includes both individual and collective objectives. Ensure that each team member understands their role in achieving these goals. Setting clear expectations provides a roadmap for success and helps team members align their efforts with the overall objectives of the organisation.

2.  Promote Open Communication and Collaboration:

Foster a culture of open communication and collaboration within the team. Encourage team members to share their ideas, concerns, and feedback. Schedule regular team meetings to discuss progress, address challenges, and celebrate successes. Create a supportive environment where everyone feels comfortable expressing their opinions and contributing to the team’s growth. Effective communication is crucial for building a cohesive and motivated team.

3.  Invest in Professional Development:

Demonstrate a commitment to the professional growth of your team members. Discuss their career aspirations and identify opportunities for skill development. Provide resources, training programmes, coaching or mentorship to help them acquire new skills and knowledge. Investing in your team’s development not only enhances their individual capabilities but also contributes to the overall success of the team and the organisation.

By focusing on these key points, managers can lay the foundation for a successful and productive year, fostering a positive and collaborative work environment.

Help in achieving your goals

As we embark on this journey of growth and success in the New Year, let’s not forget the power of continuous learning and development. Investing in management training is not just a commitment to your team’s success but a strategic move towards building strong leadership capabilities. It’s an investment that pays dividends in improved communication, enhanced team dynamics, and ultimately, in achieving organisational goals.

As your partner in this transformative journey, I am here to support and provide the necessary tools for your management team to thrive. Let’s make this year one of professional advancement, collaboration, and unparalleled success. Together, we can elevate your team to new heights. Reach out to me to discuss how tailored management training and coaching can make a lasting impact on your team’s effectiveness and efficiency.  Email me at janet@inspiretrainingmidlands.co.uk.

Image by jamesoladujoye from Pixabay

The appraisal interview can be summarised as a review of performance to date and a discussion about the future in terms of potential and development needs. So, like the Roman God Janus, it has two faces, one to look at the past and one to the future.

While performance appraisals are designed to improve employee performance and foster professional growth, they are not always well-received by everyone. Several reasons contribute to why some individuals may not appreciate the appraisal process. Here are five common reasons why people might not like appraisals:

1. Anxiety and Stress

Many employees experience heightened levels of stress and anxiety leading up to their performance appraisal. The fear of receiving negative feedback or facing potential criticism can create a sense of apprehension and discomfort, making the appraisal process an unpleasant experience.

Managers, in turn, are often fearful of the potential for conflict during a review meeting.  If performance is not coming up to scratch and they need to give negative feedback or if there is a potential discrepancy between the manager’s perception and the employee’s perception of performance, that could cause stress.

2. Subjectivity and Bias

Appraisals are susceptible to subjective judgments and biases, which can affect the fairness and accuracy of the evaluation process. Employees may perceive appraisals as unfair if they believe their performance is not assessed objectively or if their achievements are undervalued due to personal biases or office politics.

The risk of the “halo and horns effect” is when a manager allows one positive or negative situation to influence their whole evaluation of an employee. They may become either too lenient or too critical of the employee based on a single occurrence.   For example, the employee may have had a good year but the week before the appraisal may have done something wrong and is then given a poor appraisal.; no credit being given for the good work done previously. If this bias occurs, it can obviously lead to inaccurate and unfair performance reviews.

3. Lack of Regular Feedback

When feedback is only provided during annual or bi-annual appraisals, employees might feel a lack of consistent guidance and support. Without ongoing communication and constructive criticism, employees may find it challenging to understand their performance expectations or make necessary improvements, leading to frustration during the appraisal process.

It is important, therefore, to intersperse performance reviews with less formal one-to-ones, to maintain communication throughout the year.

4. Inadequate Preparation, Understanding or Follow-up

Managers who are not adequately prepared or trained to conduct appraisals effectively may fail to provide constructive feedback or guidance.

Employees may perceive the appraisal process as unproductive if their managers lack the necessary skills to offer meaningful insights and development opportunities, leading to a lack of trust in the process.

Lack of training could also mean the managers do not feel confident in carrying out reviews, so may try to avoid them altogether, or rush through them to get them over and done with.

Another issue is the following up of assurances made during the interview, for example carrying out developmental plans, offering training, job enrichment, etc.  If something is promised, it should be followed through.  Remember, do not promise what you cannot deliver.  It is important managers word their agreements carefully if they need to request approval for things such as training or job changes.

5. Lack of Alignment with Goals or Job Relevance 

If employees perceive the appraisal process as disconnected from the organisation’s goals or if the evaluation criteria do not align with their day-to-day responsibilities, they may question the relevance and purpose of the appraisal. When employees fail to see the connection between their performance and the company’s/team’s objectives, they may become disengaged and disinterested in the appraisal process.

Understanding these reasons can help organisations tailor their appraisal processes to address these concerns and create a more positive and constructive experience for their employees.

Training in Appraisals

The best way to overcome the fear of handling appraisals is to train your managers in how best to do them.  Training them can yield numerous benefits for both the managers and the employees.

For managers, training can provide valuable insights and techniques for effectively communicating performance feedback, setting realistic goals, and offering constructive guidance for employee development.

Equipping managers with the necessary skills through training can boost their confidence in conducting appraisals, leading to more meaningful and productive discussions that foster a positive work environment.

On the other hand, employees benefit from well-trained managers through receiving clear, constructive, and fair feedback that is conducive to their professional growth.  They also feel more able to raise concerns, highlight training and development needs, suggest improvements and talk about potential progression, as necessary.

Effective appraisals delivered well by trained managers promote a culture of transparency, trust, and open communication, allowing employees to understand their strengths and areas for improvement, align their goals with the organisation’s objectives, and ultimately enhance their performance and job satisfaction.

How we can help

For information on training and coaching to help support your managers to deliver meaningful appraisals, please contact Janet Baker on 07944 225290 or at janet@inspiretrainingmidlands.co.uk or fill in the contact form below.

Useful templates

If you do not currently have an appraisal system in place but would like to consider implementing one, acas has a series of appraisal forms which may be used as a basis for designing your own organisations, or we can help you develop one.  Here is the link:  https://www.acas.org.uk/appraisal-templates

Image:  pexels-sora-shimazaki-5668504

In any organisation, the performance appraisal process serves as a crucial mechanism for assessing employee performance and driving organisational success. While often seen as a routine formality, performance appraisals offer many advantages, not only for managers but also for the employees. Let’s take a look at the benefits that this process brings to both parties:

Managers:

Performance Alignment: Appraisals enable managers to align employee performance with the organisation’s goals and objectives. By setting clear performance expectations and evaluating employees’ progress, managers can ensure that individual efforts are in line with the broader strategic vision.

Developmental Insights: Through performance appraisals, managers gain valuable insights into employees’ strengths and weaknesses. This information assists in identifying skill gaps, providing targeted training, and creating personalised development plans to nurture employee growth and enhance overall team performance.

Enhanced Communication: Appraisals provide a forum for constructive dialogue between managers and employees, where they can formally discuss accomplishments, challenges, and aspirations; fostering open communication channels and strengthening the manager-employee relationship.

Resolving Concerns:  Appraisals may be used as a platform for raising concerns about performance, or to monitor ongoing concerns. Issues should not be stored up just to be aired during performance review but are better resolved during regular one-to-ones when possible.

Motivation and Recognition: Recognising and acknowledging employees’ achievements during the appraisal process can significantly boost morale and motivation. Managers can use this opportunity to appreciate outstanding performance, fostering a culture of recognition and encouraging employees to strive for excellence.

Employees:

Clear Performance Expectations: Performance appraisals provide employees with a comprehensive understanding of their roles, responsibilities, and performance expectations within the organisation. This clarity helps employees align their efforts with organisational objectives, enhancing their sense of purpose and contribution.

Personal Development Opportunities: Appraisals offer employees a chance to receive constructive feedback on their performance, enabling them to identify areas for improvement and growth. This feedback serves as a foundation for creating personalised development plans, fostering continuous learning, and enhancing professional skills.

Goal Setting and Career Advancement: Through performance discussions, employees can establish clear career goals and outline actionable steps to achieve them. Appraisals can encourage employees to take ownership of their professional development, providing a roadmap for advancement within the organisation and creating a sense of career progression.

Recognition and Reward: Recognition received during appraisals for exemplary performance serves as a morale booster for employees. It not only validates their hard work but also enhances job satisfaction, fostering a positive work environment that encourages continued commitment and dedication.

In conclusion, performance appraisals serve as a powerful tool for fostering mutual growth and development within an organisation. By leveraging the benefits of this process, both managers and employees can work collaboratively towards achieving individual and organisational success.

In the next blog, I will discuss why appraisals might not be popular and what to do about them.

For training in how to run appraisals or performance reviews, please contact Janet Baker using the contact form below or by email at janet@inspiretrainingmidlands.co.uk

Image by Gracini Studios from Pixabay

By taking minutes in meetings, you will capture the essence of who said what, when, and why it matters. They serve as a vital roadmap for action items and follow-ups, ensuring that brilliant ideas don’t evaporate into thin air. They are a good system of making people accountable, nudging us to turn words into deeds and promises into results.

In a nutshell, minutes can ensure the meeting becomes a launching pad for impactful action and progress.

Add timescales

A great tip to help your minutes to be more effective is to add a “by when” date to each action. Adding a timescale to actions in minutes serves as a catalyst for accountability and progress. It provides a clear roadmap for the team, outlining specific deadlines and milestones that need to be achieved. This not only fosters a sense of urgency but also helps in prioritising tasks and managing time effectively. With a timescale, meeting participants gain a better understanding of a project’s timeline and can plan their individual contributions accordingly. Additionally, it facilitates tracking the progress of each action item, allowing for timely adjustments and ensuring that the team stays on track to meet its goals.

Most people with have two columns on their minutes’ template, one for the discussion points and one for the actions. By adding a third column “By When” facilitates the timescale option:

Try it!

For information and more tips on how to organise, chair and minute meetings, contact Janet on 07944225290 or email janet@inspiretrainingmidlands.co.uk to find out about the training on offer.

October is World Menopause Month and on 18 October every year, World Menopause Day is observed.  This aims to raise awareness about menopause and support for women going through their natural life transition.

Menopause, typically occurring between the ages of 45 and 55, marks the cessation of menstruation and the end of a woman’s reproductive years. It can, however, occur before that age for some women, either naturally or due to surgery or medical treatment.

In a survey of 1,000 adults in the UK, the British Menopause Society found that 45% of women felt menopausal symptoms had a negative impact on their work and 47% needing to take a day off work due to menopause symptoms say they wouldn’t tell their employer the real reason.

Coping at work

Coping with the menopause in the workplace can be difficult. Common symptoms of the menopause range from cognitive, physical and psychological. They may include hot flushes, brain fog, poor concentration, mood swings, anxiety, headaches and aching limbs, to name but a few. While menopause is a natural biological process, its symptoms can significantly impact a woman’s quality of life. It is crucial to understand that each woman experiences menopause differently, and support from healthcare professionals, as well as friends, family and their workplace, can make a world of difference in navigating this phase.

Tips for managers

Here are some tips for line managers when having conversations related to menopause:

• Brush up on the facts: Educate yourself about menopause to better understand the experiences of your employees.
• Ask people how they are, regularly and at different times: Show genuine interest in their well-being and create a supportive environment.
• Keep an open mind and be flexible: Be willing to accommodate any necessary adjustments or support during this transitional phase.
• Be interested in their personal experience: Acknowledge and respect the individual journey of each employee.
• Provide a private and confidential environment and avoid interruptions: Ensure a safe space for open and honest discussions.
• Listen actively and carefully, expect some pauses: Allow employees to express themselves fully, even if there are moments of silence.
• Focus on the person and not the problem: Approach conversations with empathy and understanding.
• Remember that symptoms can affect performance if not supported: Acknowledge that menopausal symptoms can impact work and offer appropriate assistance.
• Point out other sources of help or information: Learn about and direct employees to additional resources or support groups that can provide further guidance.
• Follow up on the conversation and actions: Ensure that any agreed-upon measures or accommodations are put into practice and followed up on.
• Don’t make assumptions or judgments: Avoid preconceived notions and approach each conversation with an open mind.
• Don’t define someone as ‘menopausal’: Respect employees as individuals beyond their menopausal status.
• Don’t be embarrassed: Create a comfortable atmosphere where employees feel safe discussing their experiences.
• Don’t offer medical advice: Encourage employees to consult healthcare professionals for any medical concerns or advice.

Awareness

In summary, World Menopause Day serves as a vital platform for raising awareness and understanding about the challenges faced by women during menopause. By shedding light on the physical and emotional aspects of this natural life transition, the day aims to promote empathy, support, and effective management strategies to help women maintain their overall well-being and lead fulfilling lives during and after menopause.

Janet Baker runs a menopause support and friendship group in her local town.  MenoTalk Halesowen meets monthly and features speakers and guests covering menopause related topics.

Guest presenters have included a menopause at work champion, a nutritionist, an osteopath, a yoga teacher, a gym owner/fitness expert, a hypnotherapy, meditation and mindfulness expert, Holland and Barratt’s local menopause champions, a counsellor, a reflexologist, a skincare consultant, and a Pilates instructor.

It also has an active Facebook page with around 300 members.

For more information about ways in which you can offer support in your organisation, please contact Janet Baker on 07944225290 or email janet@inspiretrainingmidlands.co.uk.

Introduction:

Calling teachers/educators and lifelong learners! Today, we’re diving into a topic that is not only important but also exciting: resilience. Resilience is like your secret superpower, and we’re here to help you unlock it for yourself and your students. So, grab a cuppa, get comfy, and let’s explore the world of resilience together.

What is Resilience?

Resilience, in simple terms, is your ability to bounce back from life’s curveballs with a smile. It’s about handling stress, adversity, and setbacks like a champion! Think of it as your inner strength that can be developed and nurtured. Resilience isn’t just about enduring challenges; it’s about thriving despite them.

The Perfect Combo: Personal Traits and External Factors

Resilience isn’t a one-size-fits-all concept. It’s a unique blend of personal traits and external factors. We’re talking about your inner determination, optimism, adaptability, and the supportive environment around you. Identifying these resilience factors is the first step in nurturing resilience, both in yourself and your students.

Why It Matters for Educators

Now, you might be wondering why this is relevant to you as an educator. Well, fostering resilience is a game-changer in the classroom. It creates a positive and supportive learning environment where students not only succeed academically but also grow as individuals.

CPD Presentation: Your Resilience Toolkit

We’ve got an hour-long CPD presentation, perfect for inset days, twilight sessions or workshops, comprising of a treasure trove of practical strategies and tools, to help you become a resilience guru! Our goal is to equip you with the skills and knowledge to not only enhance your own resilience but also to pass on to your students.

Engaging, Interactive, and Fun

Learning about resilience doesn’t have to be boring! This presentation is designed to be engaging, interactive, and yes, fun. Learning should be enjoyable because when you’re having a good time, you’re more likely to retain and apply what you’ve learned.

Serious Business with a Smile

While we’re all about having fun, we also take resilience seriously. Building resilience can positively impact lives, and that’s why we’re here. This presentation isn’t just about theory; it’s about actionable steps that can transform the lives of both educators and students.

Who’s it for?

The best part? It is for everyone! Whether you’re a teacher, lecturer, mentor, or part of the pastoral/support staff, this presentation is tailor-made for you. If you’re involved with students in any capacity, this is your chance to make a difference in their lives by helping them become more resilient.

Conclusion:

So there you have it! Resilience is your superpower, and we’re here to help you unlock it for yourself and your students. Get ready for a journey of self-discovery, learning, and growth. Together, we’ll create a positive and supportive learning environment that empowers both educators and students to conquer challenges with a smile. Let’s get started on this exciting adventure towards resilience!

Click here for the course outline Resilience for Educators CPD

Contact Janet Baker at janet@inspiretrainingmidlands.co.uk or on 07944225290 for further information and to book her for your educational establishment.

Image by Franz Bachinger from Pixabay