Tag Archive training

ByMary Otiotio

Power and Influence

Power and influence are usually exerted within a group context or the wider organisation. The general assumption is that power and influence are dependent on the position in the organisational hierarchy. Sometimes, seniority and power do go hand in hand, but in most cases, power can be found elsewhere in the organisation and, at times in the most unexpected places. It is often evident to recognise when power is exercised particularly when you are at the receiving end. Power can sometimes put people in a manic state which may eventually lead to rash, rude, and unethical actions. Even faith organisations have processes that are not clearly defined, and some remain unaccountable. This can potentially result in misuse of power. The aim of this course is to introduce specific models to demonstrate how power and influence can be used positively to optimise organisational performance.

Participants will be able to:

  • Identify the sources/bases of power i.e. referent, positional, knowledge, etc.
  • Develop in-depth knowledge of power and influence dynamics and learn to use them effectively
  • Influence others by using power and influence ethically and responsibly
  • Influence and motivate difficult people
  • Consider how to leverage personal or positional power using various influencing tactics to fit situational and individual needs.
  • Manage difficult situations and still make a positive impact
ByTom Quinn

Conflict Management


Conflict can develop in different forms and from many sources and can be between individuals or between groups. Conflict is a real feature of organisational life.  The fact that organisations are made up of people from different cultures, diverse views, opposing priorities can cause the best teams or staff to experience or engage in conflict with one another. This is normal and often unavoidable even among senior leaders.  Like any social unit, faith organisations are sometimes engaged in conflicts, and they have to deal with it, but they have the added advantage to resort to biblical principles to make peace.  However, an awareness of the sources/types of conflict and management strategies cannot be ignored.

The aim of this program is not to practice avoiding conflict, but to become good at resolving and managing conflict while focusing on achieving the goals and objectives of the organisation.

Participants will learn:

  • Different perspectives of conflict
  • Different conflict management styles
  • How to identify unhealthy conflict and use an appropriate model to respond to potential conflict situations.
  • Different types of feedback (open / closed feedback) and how this can potentially lead to a conflict situation.
ByTom Quinn

Team Development

Teamwork is an essential feature of organisational life whether in the private, public or voluntary sector. The performance of a team is influenced by a wide range of internal and external factors. Volunteers in faith organisations have to work collaboratively to develop a clear understanding of the vision, aims and objectives of the organisation but this can sometimes be challenging without a good grasp of team dynamics and team development process.

The aim of this programme is to examine the significance of teams in the organisation, how they develop and their impact on performance.

Participants will learn 

  • About types of teams in organisations
  • How to use relevant models to analyse the composition of a team (i.e., Belbin’s model)
  • The stages of team development and how they move between each stage.
  • To identify the fundamentals of high-performance teams
  • How to establish clearly defined team goals and develop a plan of action to achieve them
  • How to improve communication within the team.
  • How to improve team/group decision making
  • How teamwork impacts on motivation



ByTom Quinn

Leading and Implementing Change

The external business environment changes quite rapidly, which means that organisational change can be targeted at individual behaviour, organisational structures/culture, problem-solving, or technology. Organisations need to develop proactive strategies to respond better to change. Change as a concept can be quite complicated and may lead to negative as well as positive outcomes both in secular and faith organisations.   The whole essence of faith organisations requires change/transformation.  Evidence indicates that the level of management/leadership provided for leaders in faith organisations during training does not cover this topic in-depth. The aim of this programme is to examine how the change process can be conducted efficiently and effectively to engage all stakeholders and minimise any negative impact.

Participants will learn:

  • The concept of change
  • How to assess the readiness for change
  • Types of organisational change (planned and unplanned change)
  • Theoretical Framework and factors influencing change management
  • Approaches to Change Management
  • How to measure the effectiveness of Change
  • To identify factors likely to create resistance to change and strategies for addressing such resistance
  • Key Factors for Successful Change Management
  • The role of the leader during periods of change
  • The role of change agents


ByTom Quinn

Decision Making


A decision is an explicit commitment to action and quite often involves a commitment of resources (i.e., time, effort, finance, people, etc.choices). People make choices about limited resources in organisations.options can impact on the value added in the organisation i.e. the process of transforming inputs into outputs. Good decisions add value, poor ones do the opposite.  Poor decision-making can impact on relationships and frigid atmospheres in organisations. Faith organisations rely on the goodwill of volunteers if they are to operate effectively and achieve their aims and objectives. This requires careful and most times, having to make difficult decisions on how resources should be allocated whilst also considering the visions and missions of the organisation.The aim of this programme is to identify different aspects of decision making in organisations and examine alternative ways of making effective decisions.

Participants will learn about

  • Decision making models ie rational, political, garbage-can and administrative approaches
  • Types of decisions
  • Factors to consider: Decision making conditions
  • Outcomes of decision process
  • Decision maker’s style
  • Process of group decision making/symptoms of groupthink
  • How organisational culture influences decision making process
  • Aspects of power and the impact on decision making
  • Common sources of bias in decision making


ByTom Quinn

Organisational Culture

Culture is an individual, psychological, as well as a social construct. Organisations have their own unique culture which inevitably forms part of its identity or personality.There is substantial evidence to indicate the impact of culture on organisational performance. The culture of an organisation defines what is acceptable and what is not.  It is, in fact, the framework of behaviour that unites all members of the organisation. With regards to faith institutions, evidence point to the fact that most do not have a clearly defined culture which is embraced by all members.  Members have their own unique culture which represents their identity. Without defining the culture, it is impossible to understand the purpose of the organisation. This can eventually lead to different factions in the organisation which then threatens its vision and survival/growth.  The aim of this programme is to examine the impact of culture on organisational performance and how the external environment can influence culture.

Participants will learn:

  • How organisational culture develops and factors that influence culture
  • How the core values, vision and mission can be integrated into the culture of the organisation.
  • How to evaluate environmental factors likely to influence culture
  • To identify the components of culture / The cultural web
  • Types of culture
  • The link between organisational culture and sustainable competitive advantage
  • The implications of organisational culture for organisations and management


ByTom Quinn

Introduction to Leadership

Leadership is a vital ingredient that determines the success of any organisation.  ideas on leadership have changed significantly, and there is a shift from the traditional authoritarian leadership to more participative/situational approach. Quite often organisations waste too much time trying to change an individual’s composition rather than focusing on developing their unique abilities and talents. This is also the case in faith organisations where leadership development is usually not considered as a key strategic priority.  The lack of leadership development opportunities for volunteers in faith organisations seems to create further problems particularly for those who are given leadership positions without any exposure to the principles of effective leadership. The aim of this programme is to enable you to develop and improve your skills and ability as a leader.

Participants will learn:

  • The concept of leadership
  • Qualities of a leader
  • Empowering Leaders
  • Leadership theories: Trait / great man theory, Behavioural, Transactional, Transformational, etc.
  • Leadership styles: Autocratic / Commanding, Democratic / Participative, Servant leadership etc.
  • The impact of leadership on organisational performance
  • How to develop as an intentional legacy leader