An example of work in this area is the Moving History programme I helped devise for Leading Roles: a simulation which explores the necessary planning and some of the difficult conversations involved in implementing a change programme within the Higher Education context, later adapted to a commercial context as Face To Face Training.

• Examining tools for guiding the planning and implementation of change, such as Kubler Ross’ ‘Change Curve’
• Identifying capability and exploring models of organisational culture
• Developing influencing and negotiation skills; opportunities to practise handling sensitive situations
• Examining narrative skills for leadership

I have worked as a coach since 2002, initially in the area of presentation skills and personal impact training, latterly also as a business coach for managers and leaders of teams. I prefer to work face to face but have conducted numerous coaching sessions virtually and as part of L&D programmes delivered by Amplity Health in particular.  Amplity works primarily in the area of Medical Affairs within the Pharmaceutical Industry.

I am a qualified NLP practitioner and a member of the International Association of Neuro Linguistic Programming and Coaching.

Daniel Goleman, an American psychologist, developed a framework of five elements that define emotional intelligence:

1. Self-Awareness: People with high emotional intelligence are usually very self-aware. They understand their emotions, and because of this, they don’t let their feelings rule them. They’re confident – because they trust their intuition and don’t let their emotions get out of control. 
   They’re also willing to take an honest look at themselves. They know their strengths and weaknesses, and they work on these areas so they can perform better. Many people believe that this self-awareness is the most important part of emotional intelligence.
2. Self-Regulation: This is the ability to control emotions and impulses. People who self-regulate typically don’t allow themselves to become too angry or jealous, and they don’t make impulsive or careless decisions. They think before they act. Characteristics of self-regulation are thoughtfulness, comfort with change, integrity, and the ability to say no.
3. Motivation: People with a high degree of emotional intelligence are usually motivated. They’re willing to defer immediate results for long-term success. They’re highly productive, love a challenge, and are very effective in whatever they do.
4. Empathy:  the ability to identify with and understand the wants, needs, and viewpoints of those around you. People with empathy are good at recognizing the feelings of others, even when those feelings may not be obvious. As a result, empathetic people are usually excellent at managing relationships, listening, and relating to others. They avoid stereotyping and judging too quickly, and they live their lives in a very open, honest way.
5. Social Skills: It’s usually easy to talk to and like people with good social skills, another sign of high emotional intelligence. Those with strong social skills are typically team players. Rather than focus on their own success first, they help others develop and shine. They can manage disputes, are excellent communicators, and are masters at building and maintaining relationships.

Influencing skills are important for us all.  Leaders particularly need to practise them. The following topics frequently occur in the programmes I help deliver for a wide range of companies.  I have been conducting bespoke skills practise on this subject since 2001.

• Adapting or flexing to different personality styles
• Recognising motivation and ‘drivers’ in others
• Transactional Analysis
• Persuasiveness, and the ability to enthuse and inspire
• Creating and demonstrating ownership of ideas
• Identifying mutual benefits and collabourating
• Using positive language and planning
• Assertiveness and overcoming barriers
• Negotiation skills and techniques
• Feedback and coaching skills