People and teams

Great organisations understand people and work in teams. We are all members of teams, but to be useful members performing at our best we need to learn about ourselves and others, develop coping strategies and resilience, acquire skills to negotiate and avoid conflict, become better communicators and find more effective ways to cooperate and collaborate.

Explore our workshops, many of which we can now deliver remotely as online training:

Avoiding conflict with clarity, openness and trust

No one wants to reach a point where conflict resolution between commissioner, contract manager and provider is necessary. Constructive relationships are vital for the successful provision of high quality services that meet the needs of patients. Investment in building relationships can save a lot of time and stress later on should performance or contract compliance issues arise.

This event promises to equip delegates to prevent conflict in commissioning and contract management relationships. It also aims to increase their confidence in managing situations where conflict may arise.

The one-day training session focuses first on preventing conflict, providing tips to build collaborative relationships and processes to make them work. It looks at mechanisms to pre-empt conflict and practical solutions to prevent escalation to a formal conflict resolution process. The focus of the course is on relationship management, not dealing with contractual disputes. Delegates have the opportunity to put this knowledge to the test in an afternoon session where they can practice conflict management strategies using a combination of realistic scenarios and role play.

Dealing with difficult people and situations – courageous conversations

The session looks at workplace challenges and fears, what causes stress in these difficult situations, and how to cope with them. We discuss how to build personal resilience and develop assertiveness skills, followed by a session on courageous conversations – things to consider and top tips. We also spend time testing out some difficult conversations, to help you to understand what to do when you face resistance or hostility.

The session is interactive and outcomes-focused and includes practical advice on managing situations and avoiding conflict. It encourages self-reflection as well as learning from the experience of the group.


• Increased awareness of stress triggers, responses and coping mechanisms
• Knowledge of personal resilience
• Improved ability to hold courageous conversations
• Increased confidence in ability to manage difficult people, situations and conversations and avoid or manage conflict.

Effective team-working

Teams have changed. Organisations are working in new ways, with teams that no longer sit next to each other, teams that work from home and teams that cross organisational boundaries. Some of this is liberating, some of it challenging. Collaborative working sounds and is attractive but may be harder than it looks. Many are already members of dispersed teams, project teams, virtual teams or multi-disciplinary teams.

This workshop provides a pragmatic, intuitive and innovative approach to helping individuals and teams to work effectively, productively and with high engagement towards a shared goal. Learning is action-orientated in the morning. Participants then spend the afternoon applying the learning to their own work situation supported by peer coaching.

Getting to grips with facilitation

Facilitation skills level two reviews the basic principles covered in level one and progresses with a practical approach to developing facilitation skills giving delegates the opportunity to practice what they have learnt in a safe environment. Whilst it is not compulsory to have completed level one some knowledge and experience of facilitation is expected in order to benefit most from the session.

Getting to grips with project management (level two)

Project management is the practice of initiating, planning, executing, controlling and closing the work of a team to achieve specific goals using available resources. This is more important than ever in health and social care where managers are under increasing pressure to deliver better outcomes and greater efficiency in every aspect of their work. This one-day course will review the basic principles covered in our introductory course (principles of project management, level one) before going on to consider examples of learning from real projects and discuss different scenarios. Participants will have the opportunity to apply learning from the session to projects they have managed in the past and consider what they might have done differently. Participants are expected to have some knowledge and experience of project management, though it is not necessary to have completed the level one course. You are invited to come with queries and with local scenarios you would like to explore with your fellow participants.

One of the facilitation team, says: “We’ve had great feedback from people on our introductory course, but a lot of them expressed an interest in going beyond the theory and getting stuck into the practical aspects of the topic.

“It’s not often you get the chance to share experience and work together with colleagues in a safe environment. This new course should suit anyone who wants to take their project management skills to the next level.”

Influencing skills

Influencing is a vital part of communication in the workplace. Influencing is a combination of persuasion and negotiation – being able to persuade and negotiate with others to reach a win-win solution. Learning influencing techniques leads to smarter and more effective working. This session covers key principles of influence; how we are influenced and how to influence others, attitude change, the importance of active listening, and how showing empathy and building our emotional intelligence can increase our levels of persuasion

Introduction to facilitation

Confident and capable facilitators are an asset to any organisation. Facilitation skills have a positive impact on meetings, negotiations and relationships. This session explores how to make meetings more effective and ensure that participants are engaged and able to contribute to discussions. It considers the differences between the roles of trainer, chair and facilitator and the levels of influence the individual has in each of these.

Introduction to project management (level one)

Good project management is of the art of getting a successful outcome using the resources available. This is more important than ever in health and social care where managers are under increasing pressure to deliver better outcomes and greater efficiency in every aspect of their work. Project management requires a specific set of skills, some of which we possess naturally and can learn to use more effectively. But it also requires knowledge and a well-defined approach. Our one day training session is for everyone who has responsibility for projects or is part of a project team.

The session sets out the common principles of project management and covers the journey from inception to completion. We cover the rationale for projects, the stages of project management, the role of the project manager and gives useful hints and tips for effective and efficient project management. Scenario based exercises are included to illustrate the concepts involved.

Managing change

The NHS Long Term Plan has put an ambitious deadline on the development of integrated care systems, changing the way services are commissioned and delivered in future. Those organisations that prepare for change will be in a position not only to survive it but to get the best possible outcomes for their populations.

This session is designed to equip you to become a capable agent of change, increase your resilience and show you how to improve your chances of getting the best possible outcomes. The course will help you understand how you and other members of your team respond to change. It will also illustrate how the process of change can be a positive and empowering experience. Our trainers use a variety of learning methods including open discussion, practical application of established tools and techniques and group exercises. Participants are encouraged to bring their examples of recent or imminent change to review on the day.

Practice team development

Reception staff are the first contact patients have with any practice and potentially have a big impact on every patient’s experience of the care they receive. PCC has developed a series of half-day courses which reflect the contribution reception staff can make in delivering several of the ten high impact actions set out in the GP Forward View (GPFV).
Our focussed sessions for reception staff include five courses:

• Better communication generates better outcomes
• Care navigation, active signposting and social prescribing
• Smarter working in practice teams
• Making the first contact count: better conversations in practice
• Team change

The sessions can be shaped to the local circumstances and priorities of a clinical commissioning group (CCG) or group of practices.

Reception and admin teams have an integral and important role to play in the patient experience that can shape clinical outcomes. The development sessions are informal and discussion-based with participants learning from each other as well as the trainers. We give hints and tips in steering them through the workshops and the sessions can also help reception staff to reappraise the value of their role.

One of the team of trainers, says: “By illustrating just how reception and admin staff can help improve the patient experience – and relieve work pressures on clinicians – the sessions often become a celebration of their role, which has a positive effect on confidence and morale”.

The training supports practices to implement at least three of the ten high impact actions that NHS England believe could relieve pressure on GPs: active signposting (directing patients, where appropriate, to other sources of help); social prescribing (referring patients to non-medical services in the community) and supporting self-care by directing patients to sources of information and support.

Presentation skills (half day workshop)

This session provides advice, tips on presenting style, essential dos and don’ts and the opportunity to practice and develop skills in a safe, supportive environment. Delegates can bring concerns and experiences to discuss and share in order to increase both competence and confidence. This course is ideal for anyone who is required to communicate messages and who wants to increase engagement with internal and external colleagues.

SMART principles (half day workshop)

Learn about SMART principles: specific, measurable, attainable, relevant and time bound and how to apply them to scenarios and your own experiences. Delegates will discover how to apply these to the workplace and the team, considering where the team currently uses these principles, where they work successfully and what hurdles might be preventing their use. To get the most from this half day session, delegates are encouraged to bring real examples and scenarios to work through. Behaviours and styles of working are also explored as these also impact on smarter working.

The leader as a coach

Using coaching techniques in the workplace can support effective team management by increasing the motivation and confidence of individuals thus maximising the potential of staff in a way that is more effective than training alone. The session is delivered by qualified ILM Level 7 executive coaches and includes the opportunity to practice giving feedback using a coaching style.

The secrets of successful change agents

Successful change agents are able to adapt to changing circumstances and to bring their teams with them. This requires sound judgement, decision-making skills in an uncertain environment, personal resilience and an ability to understand and support others at different stages of change. This session will equip you with tools to manage change such as Kotter’s steps and the transition curve as well as looking at how culture underpins our behaviour in the NHS and breaking down some of the associated trends and behaviours that we come across regularly in a culture rich organisation.

The stress-resistant manager: building your resilience

Most of us will suffer work-related stress – and the problem is most acute for public sector staff, particularly those in the NHS.

This workshop will show you how to understand the things that cause you stress (“stressors”) and how to become more stress-resistant. Most people are faced with increasing complexity and rising workload, and report a poor work/life balance as they struggle to reconcile work priorities with home or family commitments. You may not be able to avoid all the causes of stress, but you can become better at recognising them and at building up your reserves of resilience to mitigate the effects of stress.

The workshop focuses on how to develop awareness of your stressors and practical methods for maintaining a deep “resilience well”. The second half of the session provides an opportunity to put what you’ve learnt about your personal resilience into practice and apply it to your own work/life situation.

Myers Briggs type indicator (MBTI) workshops

The Myers Briggs Type Indicator (MBTI) is used to understand personality differences that can be the source of much misunderstanding and miscommunication. Myers Briggs personality preference testing allows individuals to consider their working styles and behaviours and the impact these have on others.

The workshop is led by an expert facilitator and qualified Myers Briggs practitioner and is delivered through a combination of presentation, group work and activities. The session can be tailored to suit the needs of your organisation. We can also deliver this remotely.

Belbin team roles

Belbin describes a team role as “a tendency to behave, contribute and interrelate with others in a particular way”.

Understanding team role theory helps individuals to understand their own role within a team and how to work most effectively with colleagues. The session includes self-assessment and observer assessments enabling participants to make the adjustments to their expectations and behaviours that are necessary to increase the efficacy of the team as a whole.

Developing practice teams

Behind every successful clinical team is a wider team taking care of admin, finance, business planning, HR and legal issues.

The reception team is also the first point of contact with patients and can play an important part in people’s perception of the care they receive, as well as helping to manage the flow of patients, which can reduce the pressure on the clinical team.

Find out how we can support practice teams to improve.

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