A full listing of Gameplan Solutions available training courses with course outline, objectives, and benefits.

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GAME CHANGERS IN
PEOPLE PERFORMANCE
AND BUSINESS RESULTS
COURSE
CATALOGUE
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2. LEADERSHIP SKILLS
Leading High Performance Teams
Leadership Skills
Coaching and Counseling
SELLING SKILLS
Key Account Management
Advanced Selling Skills
Sales Management Skills
Selling Skills
Value-based Selling
Negotiation Skills
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15
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About Gameplan Solutions
MANAGEMENT SKILLS
Managing People Skills: Performance Through People
Managing by Objectives
TABLE OF CONTENTS
PRESENTATION SKILLS
Presentation Skills
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WORK-PLACE SKILLS
Business Etiquette and Ethics
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BRAIN MAPPING
Prism Brain Mapping
Brain Mapping -the Neuroscience Bit!
Coming soon
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33
INTERPERSONAL SKILLS
Communication Effectiveness
Cultural Awareness Training
Interpersonal Skills Development
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TRAIN THE TRAINER
Train the Trainer: Developing People Through
On-The-Job Training
Train the Trainer (the In-house Trainer)
COMMERCIAL SKILLS 31
TABLE OF CONTENTS

4. ABOUT
GAMEPLAN SOLUTIONS
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GAMIFICATION
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TRAINING
CONSULTANCY
NEUROSCIENCE
Gameplan Solutions are one of the fastest growing Training and Consultancy Companies in the
Middle East. Founded in Dubai, United Arab Emirates in 2007, Gameplan Solutions has established
an unrivaled reputation across the GCC as a training provider of choice, with some of the region’s
largest Companies and Institutions.
Gameplan solutions offers a range of products and services that complement the full employee
development cycle, from recruitment tools to soft skills training and consultancy services. As strate-
gic partner and sole distributor of PRISM Brain Mapping in the Middle East, we hold this Compre-
hensive Online Neuroscience-based behaviour mapping instrument of many uses, at the core of all
we do.
Below provides you with an overview of Gameplan Solutions core products and services;
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LEADERSHIP
TRAINING
At Gameplan Solutions, our
Leadership training comes in many variations but should always incorporate multiple
competencies as opposed to being seen as a single intervention.
leadership courses consist of people management, decision-making, business acumen, and
personal development.
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6. LEADING
HIGH PERFORMANCE
TEAMS
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
There is a difference between leading a
team versus managing a ‘group’ of
colleagues
Many times the Manager does not see
the opportunities to leverage teamwork
and motivation which can be refined
through team development
The primary focus of the leader tends to
be on ‘people’ and their individual
development, with a lack of attention to
the health and development of the team
The development of a team is a 24/7
process, and is not achieved by a one-off
teambuilding session
Undertake a simple assessment exercise to define the state of
their teams using practical case studies, from which clear action
plans can be developed
Demonstrate key teamwork and team development concepts
through a series of practical activities
Describe the role of team development by developing a
continuous improvement process
Leverage teamwork and team dynamics to improve business
results
Managers and function heads responsible for leading and
managing teams
Managers and function heads who seek to improve teamwork
Emerging managers who will lead and manage teams within their
careers
L&D and HR personnel who seek to embed team development
into their organisations
RESULTS
Business Benefits
Create healthier team work and team dynamics that boost motivation and
productivity
Leverage the potential of improved team work and inter-company team
performance for better business results
Improve staff retention through cohesive team affiliation
Develop work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Leading Teams versus Managing Teams
The difference between managing and leading
The difference between a group and a team
What's your orientation – self assessment
Leadership Traits for Team Leadership
The inside-out approach
The role of vision, mission and values
Successful team dynamics
Team Building and Team Working
A series of practical exercises to bring to life
key team work and team leadership
principles
Running Effective Meetings
The common pitfalls of conventional meetings
Using meetings as a team building opportunity
Making team members a part of the solution
Performance Management
Health check of the current team status
Setting objectives and milestones
Team and individual interventions to improve
team work
The Focus on Quality
Managing your own expectations
Measuring team performance
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7. LEADERSHIP
SKILLS
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of the course, participants will be able to:
RESULTS
Business Benefits
Personal Benefits
Welcomes and Introductions
Leadership Foundation Stones
Where is your focus?
Employee life cycle
The chain of events
Three forms of leadership
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Investing in People
There is a distinct difference between
‘managing’ and ‘leading’
Managing the business agenda often takes
precedence over leading people in the
drive for business results
Yet, business results are enhanced and
more sustainable when employees are
effectively led
In the drive for business results, the
subtleties of using an adaptive leadership
style to deal with subordinates through
situational leadership is often lost
There are often misconceptions by leaders
about their impact on employees and to
what extent their own leadership
development can influence employees into
more positive action and ultimately
business results
By definition, managers are under
pressure to deliver results and so need
practical and pragmatic leadership skills
and insight for immediate application
Your business and leadership challenges
Workshop deliverables and building your
leadership action plan
Looking at leadership; when did you develop the
most?
What got you to where you are won’t get you to
where you want to be
Three forms of people development
Aligning people development with business
goals
Selecting the right development for each
subordinate
Manager Orientation
Interpersonal skills development
Situational leadership and developing an
adaptive management style
The leadership intervention cycle
Apply leadership and advanced managerial skills needed for senior
positions
Effectively appraise and coach their followers
Employ problem-solving techniques to overcome obstacles facing
them/their department
Resolve conflict based on a win-win approach
Introduce and manage change leading to continuous improvement
Emerging managers new to the role of managing and leading teams
Experienced managers who seek revitalisation in up-to-date
leadership concepts and thinking
Leaders who deal with a dynamic range of business activities and
who wish to enhance their leadership competencies
Improved motivation and commitment of employees through enhanced
leadership – people will respond more positively to improved management
and leadership
Improved segmented approach to three forms of leadership; leadership of
self, of others and of the business agenda
Accelerated development of subordinates by the leader
Improved decision making, planning and implementation
Achieve greater balance between ‘managing’ and ‘leading’, enabling greater
personal productivity and effectiveness
Improved delegation and quality of subordinate contribution
Enhanced subordinate relationships, even with difficult and negative
subordinate behaviours

8. COACHING
AND COUNSELING
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Dealing with People
Employee lifecycle
The chain of events
Three forms of people development
People Development Skills
What’s your orientation?
Interpersonal skills development
The trainer skills toolkit
The difference between coaching and counseling
Understand Self to Influence Others
Case Study Role-play Simulations
Assignment-based coaching role-plays
On-the-job coaching role-plays
Facilitated group feedback
Positive Intervention Through Counseling
When to coach versus when to counsel
Root cause analysis of performance problems
The counseling process
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Personal Benefits
Become more confident in dealing with people situations – both positive and
negative
Spend less time gaining commitment from subordinates and more time
taking positive action
Leverage people development to support business results
It is rare that people responsible for the
management of others have an entire
team of competent people who are
committed to the job
The development of people concerns
accelerating performance of the
motivated and effectively overcoming
issues of the less motivated
Those responsible for managing others
are more than often responsible for
business performance. This tends to take
precedence over people development;
however it is driving people standards of
performance which drives the results
Provide a clear understanding of the difference between coaching
and counseling
Utilise the skills and follow simple steps to respond quickly to
people development needs
Relate personal behaviour preferences as discovered through the
PRISM Brain Map to other people and understand the impact on
others when undertaking people development activities
Develop interpersonal skills to enable effective high-impact coaching
and to positively engage to correct performance problems
Stretch and develop employees that are high performers through a clearly
defined coaching process that contains measurable outcomes
Effectively deal with poorly performing people, minimising overspill and
turning performance around
Ensure people development is a routine activity, merged into managers,
supervisors or routines
Develop work-based assignments to integrate skills and knowledge into
daily routines to drive application and retention
PRISM Brain Map report
Profile personal behaviour preferences against
people development skills and methods
How others perceive you
Relating development to different behaviour
styles
Supervisors, team leaders and managers responsible for managing
and developing others
People for whom managing others is new and require the skills to
develop people and to resolve people problems

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SALES
TRAININGSales training can often conjure old fashion ‘tricks’ to help pushy salespeople improve their
numbers. Over the last two decades, selling has come a long way and the role rightly stands
alongside other professions within organisations. Therefore, sales training takes on many
competencies now and cannot be limited to a single title; eg. Key Account Management,
customer engagement, value based selling or customer centricity – these all fall broadlly
under the category of sales training.
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10. KEY ACCOUNT
MANAGEMENT
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits Introduction to Structured Selling
The key principles of Structured Selling
How Structured Selling benefits the course
participants
Structured Selling related to Key Account
Management
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The Role and Responsibilities of the Key
Account Manager
From conventional ‘selling and trading’ to being
commercially focused business managers
Key Account Manager competency framework
Key Account Management Process
Introduction of a structured, clearly defined
process
Methods to identify, develop and collaborate
with client on key business initiatives
A detailed case study simulation is
embedded into the course and is revisited
several times throughout to bring to life
the key principles and benefits of the skills,
tools and knowledge that is covered
throughout the course.
Personal Benefits
Take away a clear roadmap that enables a more effective approach
More confidence in dealing with increasingly complex customers, and ability
to manage customer expectations
Better understand key customers and be more customer-centric
Build stronger relationships across client organisations
A challenge in major account
management is differentiating between
routine replenishment and business
development
A defined key account management
process supports Improvement in the
focus on business development
Tendency is that account handlers
operate to their own ways of working,
creating a lack of continuity
Account management skill-set lacks
commercial focus and data analysis
Relevant engagement with key customers
is a key success factor - simply ‘selling’
and ‘trading’ with key customers does not
provide a competitive advantage
Conventional selling ‘mindset’ creates a
product-centric approach as opposed to
a customer-centric approach to engaging
with key customers
Integrate a defined process for customer development
Build consistent operationally-led routines for day-to-day customer
management and development
Enable account handlers to be better organized and data-friendly
Build commercially-driven and analytically inclined account
handlers, leveraging information and insight to drive and influence
the agenda
Embed a defined process to managing and developing key customers
Improved ROI from trade investment
Collaboratively-driven business plans which underpin volume and revenue
targets on a customer-by-customer basis
Develop work-based assignments to integrate skills and knowledge into
daily routines to drive application and retention
Key Account Managers, responsible for managing the relationship
with key customers
Sales Managers who oversee the development of key clients
Aspiring Sales Supervisors who are being developed towards
managing key customers

11. ADVANCED
SELLING SKILLS
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Managing the Complex Sale
What’s your orientation?
The difference between ‘trading’ and� ‘selling’
The complex sales process
The business development process
Gaps and solutions
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Customer Needs, Wants and Motivations
Understanding customer decision making and
influences
Turning objectives and opportunities into
solutions
Six Influencing Keys
Unlock opportunity versus pushing
Communication skills and application
The exploratory process
Case study role-play
Persuasive Selling Process
The moment of truth
Preparing
Controlling the presentation
Involving the customer
Dealing with Objections and Resistance
Dealing with Objections and Resistance
Objection handling as part of the sales process
Responding to objections
Case Study Analysis and Role-play
Analyse and prepare a pre-prepared case study
Role-play and facilitated feedback
Personal benefits
Take away a clear roadmap that enables a more effective approach
More confidence in dealing with increasingly complex customers, and ability
to manage customer expectations
Better understand key customers and be more customer-centric
Build stronger relationships across client organisations
Customer organisations are becoming
more complex and require engagement
across multiple decision influencers and
decision makers
Selling often takes an overly simplistic
approach to complex selling situations
Influencing customer decisions requires
a structured sales processDevelop a solution-focused approach to the sales process
Explain the difference between ‘selling’ and ‘business development’
and the required skills
Develop collaborative relationships as opposed to competitive
relationships
Make the buyer a part of the solution
Role-play to practice and explore the skills
Introduce tools and a processes for easy-to-use post workshop
application
Embed a defined process to managing and developing key customers
Improved ROI from trade investment
Collaboratively-driven business plans which underpin volume and revenue
targets on a customer-by-customer basis
Develop work-based assignments to integrate skills and knowledge into
daily routines to drive application and retention
Experienced sales people who require development or revitilisation
of key skills and competencies
Supervisory and managerial people who manage salespeople and
who wish to groom their own selling and influencing skills

12. SALES
MANAGEMENT SKILLS
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Foundation Stones to successful sales
Defining the organisation's key business drivers
Challenges in sales leadership
The people chain of events
Where are you now? Three sets of
self-assessment exercises
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Sales Management Principles
Leading versus managing
Three forms of leadership, three forms of
development
When did you develop the most?
The balance between results versus performance
Five forms of management (5 C’s)
Invest in the relationship
Leadership in Sales
Situational leadership
Interpersonal style development
Response modes
Forms of feedback
The Balanced Performance Review
Separating ‘performance’ from ‘results’
Running the personal performance review
The effective customer / field accompaniment
Managing Performance
Managing through KPI’s
Managing by objectives
Analyzing performance & the salesforce
dashboard
Personal Benefits
Groomed interpersonal skills
Adaptive leadership style to suit different people-related and
customer-related situations
Ability to better manage multiple demands on the sales manager role
A more focused, planned, organized and disciplined approach to managing
the complex sales manager business agenda
Over focus on the drive for ‘results’
obscures the need to manage ‘people
performance’ in order to drive the results
Junior manager/supervisor leadership
style and approach is a reflection of how
they are managed and led and filters
down to lower levels of staff, often with
negative outcomes
Sales managers are promoted because
they are good at selling, but they need
development to become good at ‘leading’
in the context to sales management
The sales operation, the business agenda
is fast moving and complex, so sales
managers need competencies to manage
people, customers and ultimately
business results in this dynamic
environment
Manage the diverse and complex demands of the sales manager role
Develop interpersonal skills and practical steps in leadership of the
sales team
Explain the difference between ‘performance’ and ‘results’ and how
to drive one to leverage the other
Improve quality of managing by objectives through planning,
monitoring and control
Migrate from being good sales people to becoming more
commercially rounded business managers
More disciplined and proactive sales managers
A Sales-force more focused and motivated towards business results
More commercially rounded sales managers, able to better manage the
diverse agenda
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Existing sales managers who require revitilisation and exposure to
latest leadership practices in relation to leadership in sales
New and emerging sales managers who need to ‘step up’ from
junior roles with a narrow sphere of responsibility to take on the
demands of the sales manager role

13. SELLING
SKILLS
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
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Sales Management Principles
The role of the sales force
The limits of conventional selling practices
Behaviours - effective and ineffective working
practices
The difference between ‘push’ and ‘pull’
Excellence in execution
Building Rapport
Relationship building and investing in the
relationship
Simple aspects of the psychology of selling
Building Confidence in Front of Your
Customers
5 communication keys
Developing personal communication skills
Questioning and listening skills
Selling versus Transacting
Product orientation versus customer orientation
Understanding customers and identifying
customer needs
What customers ‘buy’ and what a
salesman ‘sells’
When not in front of the customer
The importance of implementation
Internal selling and internal customer focus
Personal Benefits
Understand what professional selling is and is NOT in the current business
environment
Achieve a solid foundation of relevant behaviours and skills from which a
progressive sales career can be built around
Personal learning plan to support application and consolidation of key
learnings on-the-job
As in any job role and profession, in the
early stages of a career bad behaviours
can be adopted which limit the potential
of the extent of career progression
Associates are often ‘thrown in at the
deep end’ in the early stages of their
sales career, which limits the impact of
business results that be achieved
Training people on too many technical
selling and influencing skills soon results
in ‘skills overload’ and limited ROI
This foundation skills program creates
the right platform for junior and
emerging sales people to grow through a
sustainable set of core skills, behaviors
and competencies
Clarify and achieve a clear understanding of how customers are
influenced, challenging common myths
Reveal and give participants the opportunity to practice and explore
the fundamental selling and influencing skills
Build confidence to sell to and deal with different customer
situations
Groomed and correct behaviours in selling and influencing customers
Improved engagement with customers and customer service Sustainable
base foundation skills that stay with the associate throughout their work life
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
New and emerging sales personnel
Personnel for whom becoming sales people is a part of their career
path
Personnel who wish to explore the profession of selling for its
future fit in career development and succession plans
A more disciplined and planned approach to achieve results – a
‘pull’ versus a ‘push’ mentality

14. VALUE-BASED
SELLING
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
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Selling as a Profession
The role of the sales force
The limits of conventional selling practices
The difference between ‘push’ and ‘pull’
Excellence in execution
What You Sell Versus What They Buy
The solution-based approach to value-based
selling
The tangibles and the intangibles of value-based
selling
Customer Centricity
What’s your orientation?
The role of customer engagement
Leading the engagement agenda
Business Simulation Case Studies
Identifying customer needs
Undertaking exploratory discussions
Fact finding for gap finding
Who Owns Value-based Selling
The organisation-wide role
Gaining internal support
Leveraging core competencies
Planning and Preparation
Fact-based planning
Developing commercial proposals
Preparing for customer responses
Personal Benefits
More skillful selling
Ability to take a solutions-based approach to customer-centric
Personal learning plan to support application and consolidation of key
learnings on-the-job
The business environment is increasingly
competitive, more companies with more
products, vying for the attention – and
the wallet - of the same customers
The commercial pressures on
organisations supplying products or
services are growing through the ever
increasing focus by customers on ‘price’
and ‘margin’
Customer loyalty is increasingly difficult
to obtain and maintain
Conventional methods of selling and
promoting products and services has
limited sustainability for organisations
Therefore, for organisations to thrive and
prosper in the pursuit of increased sales
and margin growth requires new
approaches to selling products and
services
Enable sales personnel to differentiate their product or service
offering from competitors
Shift the focus from physical product and service attributes to
value-added
Create new forms of competitive advantage
Differentiate sales personnel, products and services – in the eyes of the
customer
Shift the dialogue
Create new growth pathways
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Leaders of sales organisations who seek to change the mentality of
sales people in the approach to selling products and services
Sales executives seeking to find new ways to compete and improve
productivity
Marketers who wish to support the sales function by creating new
forms of customer marketing programs
Organisations seeking new forms of competitive advantage

15. NEGOTIATION
SKILLS
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
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Fundamentals for Successful Negotiations
Gain control and keep control
The power of balance
Sell the proposal first, then negotiate
Fact-based, commercially driven negotiations
The Negotiation Process
Introduce the five step process
The currency and value or variables
The power of preparation
ACTIVITY: analysis and planning
Key Influencing Skills
Exploration and discovery
Seeking alignment and synergy
ACTIVITY: business simulation case study
Business Simulation Case Study
Establish a customer's needs and expectations
Identify the ‘fit’ between the customer's needs
and the case study product/service offering
Present back and critique session
Making the Proposal
Planning the proposal & anticipating responses
Structuring the proposal
Dealing with counter-proposals
Maintaining control
ACTIVITY: business simulation case study
Bargaining and Closing
Structuring a trade in variables bargaining and
closing
Structuring a trade in variables
Dealing with no-go situation and conflict
Controlling the close
ACTIVITY: business simulation case study
Personal Benefits
More skillful selling
Ability to take a solutions-based approach to customer-centric
Personal learning plan to support application and consolidation of key
learnings on-the-job
Junior members of the sales-force
responsible for negotiating trading terms
with small retailers and regional
customers
The sheer number of these agreements
make the commercial consideration and
return-on-investment key to market
performance
Getting value-for-money and consistent
implementation of defined customer
support can be a challenge in this arena
Gain greater confidence when negotiating, even with competitive
and difficult people, by enabling more control of the negotiation
process
Introduce a defined negotiation process to support adequate
preparation and a consistent approach
Train and practice simple negotiation skills that deliver ROI
Explore and practice negotiation through case studies, exercises and
role-plays, including filmed role-play with facilitator feedback
More commercially advantageous deals
Greater sustainability of agreements
Consistent, analytically-driven approach to negotiations
Greater internal visibility of customer negotiation status
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Sales personnel who are involved in negotiating commercial terms
with customers
Procurement personnel who require collaborative negotiations with
supply partners
Managers and leaders who will oversee and lead negotiations
through subordinates

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MANAGEMENT
TRAININGIn an increasingly complex market with a job role that is demanding, the requirements of a
manager cover a broad range of competencies that empower them to fulfil the essential
elements of the role.
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17. MANAGING PEOPLE SKILLS:
PERFORMANCE THROUGH PEOPLE
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Investing in the Relationship
Associate lifecycle and the challenges involved
Three forms of people development
Benefits to the supervisor/manager in developing
people
Manager / Supervisor as the trainer
People orientation and effective training skills
Interpersonal style development
Communication skills
Training style: training versus managing
Giving constructive feedback
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Action-oriented On-job-training
The structure to the successful training day
Feedback and motivation skills
How to introduce new skills
Creating measurable outcomes
Positive Intervention – Counseling to
Correct Performance Problems
The difference between counseling and coaching
Diagnosing the problem
Counseling framework
Achieving positive outcomes
Training Needs Analysis
Trainee core skills requirements
Critical observation and evaluation
Prioritizing – achieving ROI on time invested
Linking on-job-training to business results
Plan the Work and Work the Plan
Time planning and prioritization for training
Preparing training objectives
Measuring training effectiveness through
business results
Measuring Performance
Training report completion
Training report explanation and feedback
Setting and agreeing objectives
Measuring impact over time
Personal Benefits
Improve relationships with subordinates
Groom own interpersonal skills and style that supports own leadership
credentials for the future
Deliver required business results through others – achieve performance
through people
Personal learning plan to support application and consolidation of key
learnings on-the-job
Training of frontline staff by team
leaders/supervisors is either not followed
or lacks a structure to make it a
value-adding activity
Training activities for frontline staff lack
alignment against business results and
therefore can be perceived as a ‘nice to
do’
Training lacks measurement and
therefore cannot be managed as a
standard operating practice (SOP)Explain the benefits of people development – as a driver of business results
Create training and people development as an everyday routine activity
Develop interpersonal skills to empower people to change and improve
Describe effective approaches to people development – dealing with
positive and negative aspects of people performance
Create a clear process and measurement system which tracks results and
holds people accountable
Provide highly practical training to frontline associates and/or their
supervisors
Build a legacy for on-job-training as a core standard operating practice
(SOP)
Create on-job-training as a routine operational activity
Improved motivation of staff through supportive personnel development
Achieve continuous improvement of people performance as a pillar to
continue improvement of business results
Improved and groomed interpersonal skills of line personnel that supports
succession planning
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Managers and supervisors responsible for teams and individuals
Organisations where regular refreshment and reinforcement of
performance standards is necessary to support business goals
Emerging team leaders, supervisors or managers who are, or who will be,
responsible for teams and individuals
Experienced people managers who require revitilisation of training skills

18. MANAGING BY
OBJECTIVES
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Area Business Management
Sales development through resource
management
Managing resources through KPI’s
Management through measurement
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Key Performance Indicators
Seven levels of KPI’s
Sources of KPI’s
Performance Analysis
Practical analysis techniques
Analyzing sales reports
Identifying trends and patterns & GAP
analysis
Linking analysis to planning the future
Setting Objectives
Developing outcome-based objectives
Aligning resources to objectives
Communicating objectives
Monitoring and taking corrective action
Developing the Dashboard
Holistic but balanced set of KPI’s
Developing the dashboard of KPI’s
Getting the information
Storing the information
Linking Analysis to Action
Case study analysis of data
Interpreting data through analysis
Decision making
Setting Measurable Objectives
Setting ‘big picture’ objectives
Breaking down long-range opportunities
Setting ‘big picture’ objectives into
step-objectives
Communicating objectives
Monitoring
Personal Benefits
Develop analytical skills and create a fact-based approach to key tasks
Improved management of responsibilities through improved measurement
A more organized, planned approach to executing key job role and function
activities
Better management of self and others
Proactive creation of bottom-up plan and activities with measurement to
achieve more personal and business results
Analysis is an increasingly important
activity and modern management
requires analytical skills
Many organisations are ‘information rich’
but performance is often assessed along
a narrow set of measures
Decision making can be based on
experience rather than being fact-based
Develop an analytical, structured and fact-based approach to monitoring a
balanced set of performance data
Introduce simple analysis techniques to convert data into information to
create more rounded performance monitoring
Complement people management skills through analysis, problem solving
and decision making
Introduce back-to-work tools and templates
Improved exploration of objectives and potentially new ways of doing things
which lead to improved organizational learning
Personnel self-sufficient at developing bottom-up objectives and plans that
support overall company goals and strategy(s)
People and functions more focused on task delivery that supports business
improvement
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Junior line personnel responsible for achieving performance through other
people; managers, supervisors, team leaders
Personnel whose responsibilities include managing multiple tasks and
where performance improvement is a key part of the job role
Emerging managerial talent who have or are moving into more diverse and
challenging job roles

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PRESENTATION SKILLS
TRAININGEveryone can understand that presenting to a group, no matter the size, can be very daunting.
We all fear the worst; What if i forget my agenda or even completely make a fool of myself?
The presentation skills of your subordinates ultimately reflects on your management, and so
the need for training arises.
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20. PRESENTATION
SKILLS
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
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Common Mistakes and Pitfalls of Group
Presentations
The power of preparation
5 myths of communication
The Power of Preparation
Choose the message
Choose the presentation media
Know your audience
Communication
Communication skills for group presentations
Communication barriers
Factors that influence recipients
Influencing the audience
Group Presentation Techniques
Ten key principles and techniques
Presentations in Action
Practice and facilitated filmed presentations
The Eight-Minute Presentation Challenge
Each participant issued with a subject and
are given eight minutes to prepare and make
a presentation
Personal benefits
More confidence to make group presentations
Ability to manage group dynamics and involve audience
Getting to ‘yes’ quicker
More effective time management
Personal learning plan to support application and consolidation of key
learnings on-the-job
Preparation and delivery of group
presentations tends to focus on the
presenter's agenda and needs and not
that of the audience
‘PowerPoint’ heavy presentations rely
too much on data and a lack of key
messages that connect and influence
Group presentations are mostly an
information sharing exercise and not a
means to positively influence the
audience
The use of electronic presentation aids
has complicated and hindered the ability
to present affectively and to get the
message across
There is an overt focus on physical
preparation of presentations at the cost
to personal preparation which can create
information overload
Stakeholders have limited time and
attention so effective presentations are
key in the business environment
Improve personal productivity through streamlined preparation
Gain confidence in making group presentations
Enable participants to ‘get the message across’
Understand the differing needs of the audience and how to meet the needs
of different behaviour preferences
Understand how one's own behaviour preferences influences preparation
and affects message delivery
Improve the level of influence on the audience to achieve presentation
Improved use of time; people impart information more succinctly and
enable improved decision making and taking action
Improved effectiveness; less time taken on presentation preparation but
with the ability to get the message across
More confident associates in the eyes of external stakeholders
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Associates who make presentations to groups – internal presentations or
customer presentations
Associates who wish to sharpen group presentation skills
Associates who make regular presentations to provide information to
stakeholders
Associates who need to influence decisions taken by others based on
presentations made

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WORK-PLACE
TRAININGA company's culture is created through its employees and their ability to perform and integrate
with each other within the workplace. Workplace training contributes to improving company
culture through focusing on specific skills. Gameplan Solutions can ensure that your employees
increase their personal productivity through work-place training.
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22. BUSINESS
ETIQUETTE AND ETHICS
Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Introduction and Scene-setting
Personal introductions
About Gameplan Solutions
The importance of ethics and etiquette
Einstein & continuous improvement
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Ethics and Etiquette in Context
The rules of society
The chain of events
A key principle
What are Ethics at Work?
Ethics defined
Ten golden rules of ethics
Supporting activities:
Perception exercise
Communication exercise
Dealing with Diversity
Cultural awareness
Interpretations and personal awareness
Personal introductions
Exploring Etiquette
Etiquette defined
Ten golden rules of etiquette
Do's and Don’ts
Exploring Etiquette
Common workplace situations role-played
Facilitated group feedback
Situational challenges role-played
Personal Benefits
Improved personal effectiveness in harnessing contribution towards
business goals and job role tasks
Foster more open and cooperative relationships inter-functionally and
cross-functionally
Create a solid foundation of workplace behaviours through etiquette and
ethics that will serve throughout the career
Personal learning plan to support application and consolidation of key
learnings on-the-job
Etiquette and ethics in the workplace are
necessary for personal and
organizational productivity
Cross-functional communication and
cooperation are enhanced through
appropriate etiquette
People, department and organizational
productivity are improved with simple
workplace behaviours
New and inexperienced employees risk
following ineffective workplace
behaviours in etiquette without the
clarification of the do’s and don’ts
Clarify the importance of performing basic forms of etiquette to required
standards in order to enhance the working environment
Cement the importance of business ethics and the employee's role in
working to required ethical standards
Explain practical do’s and don’ts of workplace etiquette and develop
appropriate behaviours
Improve personal contribution and effectiveness in the workplace
Develop appropriate workplace behaviours, leading to more effective
contribution by employees
Develop ethics-based values towards dealing with colleagues, customers
and information and communication
Improve the workplace environment through appropriate behaviours and
standards of communication
Enhance inter-function and cross-function communication and cooperation
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
New starters and inexperienced employees who require an understanding
of what workplace etiquette and ethical standards are
Groups who have diverse standards of etiquette and require clarification

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INTERPERSONAL SKILLS
TRAININGThere is one common denominator for all competencies that Gameplan covers, from sales
and leadership training, to management and communication skills; all involve
influencing other people to take action. An essential aspect for the ability to influence other
people in any context, is through interpersonal skills development.
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24. Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
What is Cultural Awareness?
Culture around the world
Multinational = Multi meaning
Intentions are the same
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Introductions and Greetings
Say hello!
Respect and appreciation
Set the scene
Interpretations and Awareness
Self perceptions
Reading signals
Different values
Enhancing Guest Service
Building guest relationships
Dealing with angry guests
Service recovery
Respecting local customs
Do’s and Don'ts
Cultural tips
Conflict avoidance
Neutral safety
Personal Benefits
Improve the level of influence over people from different cultures
Improved confidence when dealing with people from different cultures
Understand how to respond to hostile and difficult customer / guest
situations
Personal learning plan to support application and consolidation of key
learnings on-the-job
The Middle East is a hotbed of
multi-cultural working environments
Employees are dealing with customers,
colleagues and subordinates from
diverse cultures, which can create
challenges in communication and the
level of productivity achieved in
relationships
Missed opportunities exist between
human beings when simple cultural
nuances are not recognized and
accommodated in how relationships are
formed, whether short-term or long-term
Generate greater awareness that cross-cultural working and
communication is a reality that needs to be recognized
Build cultural awareness and what ‘dealing with culture’ means on a
day-to-day basis in the working environment
Deal effectively with people from different cultures
Create and work from common ground to form short-term or long-term
relationships
Build greater self-awareness of the impact ‘self’ is having on others and in
relation to dealing with people from different cultures
In sales; increased recruitment and retention of customers through
improved service and relevance
In service; improved guest experience, higher spend and repeat visits from
guests who are better served
Improved teamwork and inter-company communication and cooperation
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Front-line personnel in sales and service roles who represent the ‘face’ of
the organisation
Employees working in culturally diverse organisations and teams
Personnel who need to improve their ability to connect and influence
subordinates from diverse cultures
CULTURAL
AWARENESS

25. Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Personal Introductions
Fundamentals of communication
w w w . g a m e p l a n - s o l u t i o n s . c o m 2 6
Core Communication Skills
Four key communication skills
Positive and negative aspects of each
communication skill
Body Language
It's not what you say, it's how you say it
Using body language to influence others
Barriers to effective body language
Understanding People and Their Needs
The communication clock
Questioning and listening to identify needs
First Impressions
The importance of the first impression
Making personal introductions
Dealing with Conflict
Customer and colleague resistance
Keys to dealing with resistance
Understand Self to Understand Others
PRISM Brain Map report
Understanding your brain map report
Relating personal behaviour preferences to
other's behaviour preferences
Adapting to other's behaviour preferences
Personal Benefits
Improved communication effectiveness becomes a foundation to career
progression
Improved confidence in dealing with people in a variety of situations,
including dealing with angry and dissatisfied customers or colleagues
Groomed communication skills enable you to have more influence over
others, leading to improved personal performance and job satisfaction
Personal learning plan to support application and consolidation of key
learnings on-the-job
Communication is the key to influencing
in all job roles and industries
Quality of communication skills can have
a profound impact on an individual's
career progression and work-life
The message received is not necessarily
the message being given, which is due to
ineffective communication skills and a
lack of self-awareness
Many people require improved
confidence as well as improved
communication effectiveness
Build confidence when dealing with others in a variety of situations – selling,
serving or working with others
Describe the positive and negative impact of communication skills and
create self-awareness of the impact on others
Develop key communication skills
Establish other people's needs
Match a product, service or workplace situation to meet other people's
needs
Deal with conflict with confidence
Improved communication effectiveness in selling and serving customers,
creating improved customer experience and satisfaction
Employee’s level of influence on colleagues, leading to improved team work
and cooperation
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
People in frontline roles, selling, serving and dealing with customers
Employees who are internally focused and need to communicate effectively
with colleagues
The employee who requires development of communication skills as part of
their personal development and contribution to the business
COMMUNICATION
EFFECTIVENESS

26. Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING? COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Let's Get Inspired!
Who inspires you and why?
Common themes in what makes people
influential on others
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The Communication Conundrum
Common myths about how humans
communicate
Getting your message across
Five keys to communication
Interpersonal Orientation
Self exploration: what’s your orientation?
Responding to people and situations
The Interpersonal Skills Tool Kit
Questioning and listening
Body language and non-verbal communication
Personal impact
Understanding Behaviour Preferences
Group exercises in different work-place
and social-place situations
Adapting Interpersonal Style
Understanding behaviour preferences
How to recognize the behaviour preferences
of others
Orientation of the Key Outputs from
the PRISM Report
Understanding the PRISM Brain Map Report
How improved productivity for individuals
can be achieved using PRISM reports
Plotting one's own behaviour preferences
Personal Benefits
Achieve greater impact and influence on other people
Create the correct form of solid platform to support career growth
Be more confident in dealing with different styles of people and in different
situations
Personal learning plan to support application and consolidation of key
learnings on-the-job
The quality of a person's interpersonal
skills has a direct bearing on the ability to
influence, communicate and manage
others, and therefore has multiple
applications in work-life
People who possess an awareness about
themselves and the impact they are
having on others have greater success in
influencing people
The quality of interpersonal skills and
style can be a solid foundation for career
advancement and contribution to
business performance
Explain the importance and role of interpersonal skills to influence others
Build self-awareness through the PRISM Brain Map, to understand how one
is perceived by others
Demonstrate how to adapt one's own style to influence others
Describe how other people can be influenced by identifying their behaviour
preferences
Greater teamwork and communication inter-functionally and
cross-functionally
Provide people with a solid platform of skills to enable mobility into
different functions and job roles
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Employees who are required to influence others in the workplace through
managing, selling or serving
Emerging managers who require training on the key fundamentals of how
to manage people effectively
Employees who work cross-functionally and need to influence and deal with
people with diverse needs in order to reach commonality
INTERPERSONAL SKILLS
DEVELOPMENT

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TRAIN THE
TRAINERGameplan offers high impact train the trainer courses that combine both classroom and
on-the-job training skills alongside self-development, analytical skills and behaviours to create
more effective in-house trainers.
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28. Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
The trainer competency framework
Core competencies for effective training
ROI-driven training
Leading the agenda
w w w . g a m e p l a n - s o l u t i o n s . c o m 2 9
Leadership Through Training
Introduction
Creating alignment
Training as an operational routine
Enforcing Training
Driving the training agenda
Training Skills and the Psychology of
Training
Refined and high-impact training skills
Understanding audience needs
Different interventions
Classroom versus on-the-job
Developing Training Skills
Role-play: classroom training simulations
and facilitated feedback
Role-play: on-the-job training simulations
and facilitated feedback
Driving Performance Through Training
Undertaking training needs analysis
Results-driven training; aligning training
methods and content with business goal(s)
and strategy(s)
Developing In-house Training Capability
Empowering line personnel to undertake
training
What Gets Measured Gets Managed
The role of measurement
Putting measures into place
Conducting post-training analysis
Analysing results
Personal Benefits
More confident trainers in the delivery of training interventions
More holistically-driven trainers who move from a narrow ‘training’ focus to a
broader ‘business contributor’ focus
Refined interpersonal skills and aspects of leadership skills to support future
career goals
For organisations with in-house trainers,
that fulfils the need to train other
personnel, but the question is: who is
training your trainer?
This is an integrated program which is
not restricted to conventional train the
trainer skills by covering other aspects of
the training and development agenda
In-house training can and should tangibly
support business objectives and
strategy(s)
Lead the training agenda across the organisation
Use different training interventions – optimising training through the
application of a variety of training methodologies
Groom training skills, both classroom and on-the-job
Undertake training needs analysis and plan training interventions
Create and use measurement to support the training effort
Explain how the in-house trainer can develop oneself through self awareness
and feedback
Participants on this program will understand how to directly link planned
training activities with business results
Improved ROI of the ‘sunk cost’ of in-house training manpower
Continuous learning and development as a routine operational activity
Adaptive training interventions that can change to fit the immediate and
changing needs of the organisation
Training and development KPI’s and increased ‘visibility’ of training
contribution to organizational development and business results
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Existing dedicated in-house trainers who wish to be ‘stretched’ in the
training role
New and emerging trainers who need the skills and knowledge to
contribute to business results through training
Learning and Development personnel who oversee and lead the
organisation's learning plans
TRAIN THE TRAINER:
(the In-house Trainer)

29. Context to this workshop
COURSE CONTEXT
COURSE OBJECTIVES
WHO WILL BENEFIT FROM ATTENDING?
COURSE OUTLINE
By the end of this course participants will be able to:
RESULTS
Business Benefits
Investing in the Relationship
Associate lifecycle and the challenges
Three forms of people development
Benefits to the Supervisor/Manager in
developing people
Manager / Supervisor as the trainer
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People Orientation and Effective
Training Skills
Interpersonal style development
Communication skills
Training style: training versus managing
Giving constructive feedback
Action-oriented On-the-job Training
The structure to the successful training day
Feedback and motivation skills
How to introduce new skills
Creating measurable outcomes
Positive Intervention – Counseling to
Correct Performance Problems
The difference between counseling and coaching
Diagnosing the problem
Counseling framework
Training Needs Analysis
Trainee core skills requirements
Critical observation and evaluation
Prioritizing – achieving ROI on time invested
Linking on-the-job training to business results
Plan the Work and Work the Plan
Time planning and prioritization for training
Preparing training objectives
Measuring training effectiveness through
business results
Personal Benefits
Achieve greater impact and more influence on other people
Create the correct form of solid platform to support career growth
Be more confident in dealing with different styles of people and in different
situations
Personal learning plan to support application and consolidation of key
learnings on-the-job
Training of frontline staff by team
leaders/supervisors is either not followed
or lacks a structure to make it a
value-adding activity
Training activities for frontline staff lack
alignment against business results and
therefore can be perceived as a ‘nice to
do’
Training lacks measurement and
therefore cannot be managed as a
standard operating practice (SOP)
Describe the benefits of people development – as a driver of business results
Create training and people development as an every-day routine activity
Develop interpersonal skills to empower people to change and improve
Establish effective approaches to people development – dealing with positive
and negative aspects of people performance
Create a clear process and measurement system that tracks results and
holds people accountable
Provide highly practical training to frontline associates and/or their
supervisors
Build a legacy for on-job-training as a core standard operating practice (SOP)
Greater teamwork and communication inter-functionally and
cross-functionally
Provide people with a solid platform of skills to enable mobility into
different functions and job roles
Development of work-based assignments to integrate skills and knowledge
into daily routines to drive application and retention
Managers and supervisors responsible for teams and individuals
Organisations where regular revitalisation and reinforcement of
performance standards is necessary to support business goals
Emerging team leaders, supervisors and managers who are, or who will be
responsible for teams and individuals
Experienced people managers who require a refresher course for training
skills
TRAIN THE TRAINER:
Developing People Through
On-The-Job Training

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COMMERCIAL
SKILLS TRAINING
In broad terms, ‘leadership’ encompasses three aspects: leadership ‘of others’, leadership ‘of self’
and leadership ‘of the business agenda’. The Gameplan Solutions suite of commercial excellence
programmes deals with leadership of the business agenda and cover a range of competencies
that include planning and decision making, strategy, analysis and performance management.
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32. PRISM BRAIN
MAPPING
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PRISM Brain mapping is the leading Neuroscience behavioural profiling tool and is a unique way
of identifying people’s behavioural preferences based on brain activity. The Prism Brain Map
report is very output-driven to provide easy to understand analysis and insight to support
individuals to understand their unique behavioural preferences and how to optimize personal
performance. PRISM helps individuals to understand more about their true potential as well as
what may be hindering them from achieving even higher performance.
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33. PRISM
w w w . g a m e p l a n - s o l u t i o n s . c o m 3 3
BRAIN MAPPING -THE NEUROSCIENCE BIT!
PERSONAL
DEVELOPMENT
FOUNDATION
PERSONAL
PROFESSIONAL
PRISM 360 DEGREE
TEAM MAPS
VERSIONS
RECRUITMENT
TALENT FINDER
JOB BENCHMARKING
CAREER
EXPLORATION
CAREER MATCH
EDUCATION
4D
NEUROSCIENCE
PRISM Brain Mapping is a sophisticated, online, neuroscience-based
instrument specifically designed to identify the behavioural preferences that
directly relate to personal relationships and work performance.
Once the individual completes a 30 minute on-line questionnaire, they will
then receive a comprehensive personalised PRISM report, which will provide
an in-depth insight into the individual’s personal behavioural preferences
based on 8 key business performance dimensions. The report will also detail
aspects of Emotional Intelligence, Mental Toughness and the 5 Factor Model
(The most widely accepted and used model of personality in the World).
PRISM is a Scientific behavioural analysis programme that is based on Neuroscience.
PRISM provides extensive outputs on a range of training subjects.
PRISM is specifically designed to identify behavioural preferences that relate to work performance
for individuals, teams and organisations.
PRISM is progressive, contemporary and the most productive leadership tool in the market today.

34. w w w . g a m e p l a n - s o l u t i o n s . c o m
Office 3, Block 18,
Knowledge Village,
P.O. Box: 502221,
Dubai, UAE.
CALL US: +971 (4) 369 0892
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