"We cannot solve our problems with the same thinking we used when we created them."

- Albert Einstein

All Courses

Please click on the course titles below for more information.

Industrial Courses | Nationally Recognised Qualifications | Corporate Courses


Industrial Courses

  • Dangerous Goods Bulk Driver Course
    Open or Close
    Course Duration
    2 Days 8:00am to 4:00pm (Min 6 Participants)
    Course Start Date/s

    16 June 2018
    18 June 2018
    7 July 2018
    Course Cost
    $365.00 per student
    Course Code
    TLILIC0001 (Licence to transport dangerous goods by road)

    As of the 28th of October 2013 the Dangerous Goods Bulk Driver Refresher Course and the Dangerous Goods Classes 3 9 Course have become obsolete. All clients wishing to refresh their license are now required to complete the 2 day Bulk Dangerous Goods Driver's course.

    Content

    • Transport procedures
    • Fire-Fighting equipment training
    • Breathing apparatus
    • Documentation
    • Placarding of containers and vehicles
    • Statutory Requirements/ Responsibilities
    • Placard all Units and package loads
    • Classification and Packing of Dangerous Goods
    • The HAZCHEM Code
    • Stowage and segregation

    Please go to the Mainroads website should you have any question or require more information:

    https://www.mainroads.wa.gov.au/UsingRoads/HeavyVehicles/Pages/HeavyVehiclesHome.aspx

  • Load Restraint Training
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s

    25 June 2018
    23 July 2018
    27 August 2018
    24 September 2018
    Course Cost
    $250.00 per student
    Course Code
    TLID2004, TLIA1001 and TLIE3002

    Content

    • Performance standards
    • Minimum restraint requirements
    • Dangerous Goods Requirements
    • Oversize loads
    • Loading general freight
    • Load Securing equipment
    • OH&S Requirements
    • Load Restraint Guide
    • Responsibilities and Legislation
    • Forces which cause movement
    • Tie down and direct systems of restraint
    • Load Distribution
    • Load Limitation

  • Safe Load Program
    Open or Close
    Course Duration
    Half a day (08:00 - 12:00)
    Course Start Date/s
    25 May 2018
    22 June 2018
    20 July 2018
    24 August 2018
    21 September 2018
    Course Cost
    $260.00 per student

    The Safe Load Program is a requirement for drivers to gain entry to refineries and storage facilities.  This program applies to all bulk fuel road tankers that load products at gantries supplying goods and combustible liquid at all oil industry facilities

    LICENSING/REGULATORY REQUIREMENTS

    Participants must be over 21 years old to participant in this course.

    • Road Traffic Code 2000
    • Vehicle Standards Regulations 2002
    • Dangerous Goods Code 7th Edition
    • Occupational Safety and Health Act

  • Dangerous Goods Awareness
    Open or Close
    Course Duration
    Half Day 8:00am to 12:00pm
    Course Start Date/s

    10 July 2018
    14 August 2018
    11 September 2018
    9 October 2018
    Course Cost
    $200 per student

    This course can be contextualised to cater for your company needs.

    Only participation certificates will be issued

    Content

    • Placarding of vehicles, packaged and placardable units
    • Stowage and segregation
    • Transport procedures
    • Provision of Emergency Equipment
    • Classification of Dangerous Goods
    • Transport Documents
    • Packaging of Bulk Goods

  • Explosives Course
    Open or Close
    Course Duration
    1 Day
    Course Start Date/s
    Course Cost
    $270.00 per student
    Course Code
    TLID2016 (Load and unload explosives/dangerous goods)

    Content

    • Stowage and Segregation
    • Transport Procedures
    • Characteristics and Hazards of explosives Divisions 1.1, 1.2, 1.3, 1.4, 1.5 and 1.6
    • Fire Extinguisher Training
    • Documentation
    • Legislation
    • Classification of explosive substances
    • Marking of Packages
    • HAZCHEM Code
    • Placarding of vehicles, Freight containers, Carry boxes and IBC’S

  • Chain of Responsibility - Level 1 - Frontline Staff
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    11 May 2018
    8 June 2018
    6 July 2018
    3 August 2018
    14 September 2018
    Course Cost
    $250.00 per student
    Course Code
    TLIF0001

    This course is designed for frontline staff in operational and individual job roles such as lead schedulers/fleet organisers, packers, loaders and drivers or any staff have influence over these roles. In particular with understanding WA vs Heavy Vehicle National Law (HVNL), This course will provide students with the skills and knowledge to follow the requirements of the Chain of Responsibility legislation, as per their role and the understanding of others roles and impact in the supply chain.  The course is delivered face-to-face and include workbooks and tools to support an assessment of CoR compliance and enable participants to understand and apply their knowledge and skill to CoR compliance responsibilities and appropriate work practices and requirements in your organisation.

    The knowledge and skills covered in this course directly relates to the nationally recognised unit of competency

    Apply Chain of responsibility Legislation, Regulations and Workplace Procedures (TLIF0001)

    This course is assessed through assessing your knowledge with the use of tasks, short answer, practical and verbal based assessments.

    The outcomes of this course will enable the participant to:

    • Understand and Explain the Chain of Responsibility law, as it relates to WA’s compliance and enforcement chain of responsibility laws and those relating to Heavy Vehicle National Law.
    • Understand and explain the requirements and need for adequate and safe load restraint, appropriate load mass and dimension.
    • Understanding and prevention of driver fatigue and speed related requirements as linked to WA and HVNL.
    • Participants must be able to distinguish and explain the difference between WA compliance and enforcement- CoR requirements and Heavy vehicle national law, and communicate  action required in regards to the  CoR controls required and identifying the consequences of not following such standards.
    • Key requirements are identifying, understanding and explaining key roles and responsibilities,
    • Action and requirements to areas covered under CoR in under WA and HVNL.
    • Identify and explain potential examples or actual breaches of the chain of responsibility law and what action is required by key stakeholders in the chain in regarding to identification, reporting, documentation and prevention.
    • Breach examples linked to Consequences, breach categories and potential outcomes
    • Identify, understand and explain Reasonable steps to defence.

    The Chain of Responsibility legislation is contained in the Road Traffic (Vehicles) Act 2012 and the Road Traffic (Administration) Act 2008 and needs to be viewed in conjunction with the new regulations. The legislation is accessible on the State Law Publisher’s website:

    https://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_4471_homepage.html


    http://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_12926_homepage.html

    Please Note: Attending this training can assist in meeting, understanding and applying the compliance and legislative requirements that are a must for all parties in the transport chain.

  • Chain of Responsibility - Level 2 - Supervisors and Managers
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    Course Cost
    Course Code
    TLIF0002

    It's a prequsite that participants in this course will have completed the Level 1 - Frontline Staff - Apply chain of responsibility legislation, regulations and workplace procedures (TLIF0001)

    This course is designed for frontline Managers and Supervisors.  In particular with understanding WA vs Heavy Vehicle and National Law (HVNL) and where roles such as lead schedulers/fleet organisers, packers, loaders and drivers or have influence over these roles. The course supports Managers and Supervisors to implement CoR compliant work practices. The courses are delivered face-to-face and include workbooks and tools to support an assessment of CoR compliance and enable supervision of CoR compliance systems in your organisation.

    The Management training covered in this course directly relates to the nationally recognised unit of competency

    Administer Chain of Responsibility Policies and Procedures (TLIF0002)

    This one day face-to-face training includes assessments with a series of written, verbal and practical based assessment requirements. A portfolio of evidence and workplace projects can also be used as evidence of submission and used during training to link and relate to your workplace and administrative controls to show review of your current policies, procedures and other documentation to gauge currency, relevant and ensuring they meet CoR requirements, and how or what can be amended or looked at to ensure roles and responsibilities can be communicated, understood and executed.

    The outcomes of this course will enable the participant to:

     

    • Explain CoR framework, policies, procedures and tools (WA VS HVNL)
    • Ensure the Implementation of  existing policies, procedures and tools in the workplace
    • The ability to Review and update workplace procedures and tools to ensure they meet CoR requirements
    • Understand and complete the required CoR related records, conduct analysis, document and reports outcomes and implementation needs
    • Identify impacted roles within the work area and improvements
    • Communicate responsibilities to the roles within their work area to ensure continuous improvement and compliance

    The Chain of Responsibility legislation is contained in the Road Traffic (Vehicles) Act 2012 and the Road Traffic (Administration) Act 2008 and needs to be viewed in conjunction with the new regulations. The legislation is accessible on the State Law Publisher’s website:
     

    https://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_4471_homepage.html


    http://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_12926_homepage.html

    Other useful links:

    https://www.mainroads.wa.gov.au/UsingRoads/HeavyVehicles/Compliance/Pages/CoR.aspx

    https://www.nhvr.gov.au/safety-accreditation-compliance/chain-of-responsibility

  • Chain of Responsibility - Level 3 - Managers and Directors
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    Course Cost
    Course Code
    TLIF0003

    It's a prequsite that participants in this course will have completed the Level 1 - Frontline Staff - Apply chain of responsibility legislation, regulations and workplace procedures (TLIF0001)

     

    This course is designed for Senior Managers, Owners and those higher in the chain that are outlined and covered by Chain of Responsibility laws. It enables Senior Managers and higher level staff members in the chain to design and implement appropriate CoR policies, procedures, and tools aligned to their business needs, compliance, legislation and accreditation requirements. This face-to-face course includes workbooks, tools and a suite of policy and procedure templates to support CoR review and implementation in your organisation.

    The senior level management and Executive Training covered in this course directly relates to the nationally recognised unit of competency

    Develop and implement policies and procedures to ensure chain of responsibility compliance ( TLIF0003)

    This one day, face to face training includes assessments with a series of written, verbal and practical based assessment requirements. A portfolio of evidence and workplace projects can also be used as evidence of submission and used during training to link and relate to your workplace and administrative controls, to allow you direct, visual connection and control and working through these documents as linked to course outcomes and requirements. This course will help you ensure and be confident in assessing COR business needs, review and develop or amend current or new policies, procedure and tools to ensure adequate monitoring, review and analysis of requirements within your business and team.

    The outcomes of this course will enable the participant to:

    • Explain CoR framework, policies, procedures and tools (WA VS Heavy Vehicle National Law)
    • Assess business policies, procedures and tools
    • Develop required new policies, procedures and tools
    • Validate existing policies, procedures and tools
    • Update existing policies, procedures and tools
    • Monitor, review, analyse and make changes or evaluate effectiveness, outcomes, controls and standards.   

    The Chain of Responsibility legislation is contained in the Road Traffic (Vehicles) Act 2012 and the Road Traffic (Administration) Act 2008 and needs to be viewed in conjunction with the new regulations. The legislation is accessible on the State Law Publisher’s website:
     

    https://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_4471_homepage.html


    http://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_12926_homepage.html

    Other useful links:

    https://www.mainroads.wa.gov.au/UsingRoads/HeavyVehicles/Compliance/Pages/CoR.aspx

    https://www.nhvr.gov.au/safety-accreditation-compliance/chain-of-responsibility

  • Order Picking Forklift Truck
    Open or Close
    Course Duration
    1 Day
    Course Start Date/s
    Course Cost
    $265.00 per student
    Course Code
    TLILIC2002 (Licence to operate an order picking forklift truck)

    National High Risk Work (HRW) License - License to operate an Order Picking Forklift Truck (LO)

    This mandatory license requirement is for users of an Order Picker Forklift as Load/Stock handling equipment where the operator is raised up in the operator console along with the load carriage/forks.

    Illuminate Group offers on-site training & assessment by an Accredited Worksafe Assessor  in compliance Worksafe Regulations.

    Course outcomes on being deemed “Competent”

    Worksafe Notice of Satisfactory Assessment

    Green copy of above document which serves as a legal Interim HRW License valid for 60 days

    Statement of Attainment TLILIC2002 issued by the Registered Training Organisation

    Application form to Worksafe WA for  the photo License on payment of application fee of $82.00 per application to be lodged by assesse within the 60 day validity of the Interim License.

    License valid for 5 years

    Pre-requisites

    Applicants must be 18 years of age

    Applicants should have literacy ,numeracy skills and a knowledge of English to progress the “closed book” written and calculations assessment.

    Course Content and details can be sent out on request/booking.

    Course Location
    Please note, our Order Picker training is conducted on the employer's site with a minimum of 3 participants required.

     

  • 2 Day Licence to operate a forklift truck
    Open or Close
    Course Duration
    2 Days
    Course Start Date/s
    Course Cost
    $385.00 per student
    Course Code
    TLILIC2001

  • 1 Day Licence to operate a forklift truck
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    Course Duration
    1 Day
    Course Start Date/s
    Course Cost
    $250.00 per student
    Course Code
    TLILIC2001

    Please note our forklift training is held on the employers site and a minimum of 3 participants is required.

  • Heavy Vehicle Pilot Escort Training
    Open or Close
    Course Duration
    3-4 Days depending on numbers. (Min 6 Participants) Please confirm upon booking
    Course Start Date/s
    12 March 2018
    14 May 2018
    16 July 2018
    17 September 2018
    12 November 2018
    Course Cost
    $1,250.00 per student
    Course Code
    TLIB2004 (Carry out vehicle inspection), TLIE3009 (Use pilot and escort communication), TLIC3010 (Pilot or escort oversized and/or overmassed loads), TLIF3060 (Control traffic as a pilot vehicle operator) & TLIF3013 (Coordinate breakdowns and emergencies)

    Heavy Vehicle Pilot Escort Training

    This is an Accredited Pilot Vehicle Course and on completion allows pilots to work Australia wide.  The course runs for four days and is endorsed by Main Roads WA.  Our trainers have extensive experience in the mining industry and are current, highly experienced Pilot Escorts who hold their certificate IV in Training and Assessment. 

    The course is designed for anyone wanting to escort Oversize/Overmass trucks. It is also advantageous for anyone considering a career in the Mining Industry. The course is extremely beneficial for people working within the Transport industry who may be required to escort any oversize/overmass trucks. Pilot Accreditation completed in WA is the only course that is recognised Australia wide, therefore allowing you to work Nationally. It is beneficial for Farmers and Farm Workers to also complete this course as they frequently have the need to move Oversize farm machinery.

    The course content is split in to 5 units of competency. These are:

    TLIB2004 - Carry out vehicle inspection
    TLIE3009 - Use pilot and escort communication
    TLIC3010 - Pilot or escort oversized and/or overmassed loads
    TLIF3060 - Control traffic as a pilot vehicle operator
    TLIF3013 - Coordinate breakdowns and emergencies

    The four day course allows for both classroom and practical on the road experience. This course is largely practical based, however, there are several theory assessments and requires literacy and numeracy skills.

    Our course is delivered by TAE Certificate IV Trainers who are also Accredited Pilots. This allows us to bring their on the job experience into the classroom and provide you with the credible and relevant training. 

    Please go to the Mainroads website for more information: https://project.mainroads.wa.gov.au/heavyvehiclepilot/Pages/default.aspx

    Heavy Vehicle Pilot Refersher course is available (1 Day duration), if interested, please make an enquiry with the Illuminate Group

  • Heavy Vehicle Pilot Escort Refresher Training
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    Course Duration
    2 Days 8:00am to 4:00pm
    Course Start Date/s
    12 March 2018
    14 May 2018
    Course Cost
    $350.00 per student

    The Heavy Vehicle Pilot Escort refresher training will reinforce compliance requirements to ensure currency of knowledge.

     

    Participants will attain a certificate of participation.

     

    Should you have any questions in relation to why you need this refresher training, please refer to the Mainroads Website: https://project.mainroads.wa.gov.au/heavyvehiclepilot/Pages/default.aspx

  • First Aid Training
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    Course Duration
    1 Day
    Course Start Date/s
    Course Cost
    $175.00 per student
    Course Code
    HLTAID001, HLTAID002, HLTAID003

  • Fatigue Management
    Open or Close
    Course Duration
    Half a day
    Course Start Date/s
    Course Cost
    $200.00 per student
    Course Code
    TLIF2010 (Apply fatigue management strategies)

    Fatigue Management Course Content: 

    -        Cause and effects of fatigue for drivers

    -        Manage fatigue in a driving environment in accordance with the requirements of national fatigue management regime and the WA commercial driver’s code of practice

    -        The causes and indicators of fatigue

    -        Driver’s responsibilities

    -        Identify suitable fatigue counter measures

    -        Discussing fatigue as an OH&S issue with reference to OH&S Legislation.

Nationally Recognised Qualifications

Corporate Courses

  • HIGH PERFORMING TEAMS: Shaping group behaviours for Engagement, Retention and Productivity (The Human ERP)
    Open or Close
    Course Duration
    08:00am - 04:00pm (Full Day)
    Course Start Date/s
    Course Cost

    WORKSHOP CONTENT

    It is a well-established fact by now that to be effective in the workplace, an individual needs to develop and demonstrate the traits of emotional intelligence (EI). However the same understanding and application is not often associated with the teams as well. Successful companies like IDEO, Google, Apple, and the Hay Group proudly showcases how high EI is at the heart of high performing teams. Today’s teams are different from the teams of the past whereby they are far more diverse, dispersed, digital, and dynamic with ever change membership. Teams when built on the foundations of EI behave in ways that build stakeholder trust and goodwill both inside and outside the organisation and that strengthen their ability to face challenges.

     The quality of relationship within the teams can have a huge impact on engagement, retention and productivity. Most teams are encouraged to demonstrate behaviours of cooperation, participation, commitment to goals etc. Whilst it may seem logical to form a team with members who possess high emotional intelligence, for a team to have high EI, three necessary conditions of creating norms that foster mutual trust among members, a sense of group identity, and a sense of group efficacy need to be met. These conditions when present create a foundation of true cooperation and collaboration.

    WHAT CAN YOU EXPECT

    • Understanding the neuroscience of Trust and commitment and principles that nudges the brain to demonstrate the 'Trust Profile'.

    • Understand the impact of group efficacy on trust communication and performance and ways to enhance it.

    • Exploring the typical dysfunctions of teams and harnessing group emotional intelligence by exploring, embracing, and relying on the emotions that are at the core of teams

    • The building blocks for creating a team environment with psychological safety where teams can challenge the status quo, take risks, work with failure and perform better.

    •  Designing and allocating structured team goals and KPIs to strengthen organisational effectiveness.

    • An experiential account of team’s professional orientation and achieving challenging goals

    BENEFITS TO THE ORGANISATION

    • Ability to adapt and thrive with the changing trends and manage shifts in the VUCA markets, competition and customer preferences

    • Measure, analyze and review performance data to drive improvement and organisational competitiveness

    • High levels of organisational engagement

  • RESILIENCE IN A DISRUPTIVE ECONOMY: Adapt and thrive in the VUCA world
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    16 March 2018
    14 May 2018
    2 July 2018
    20 August 2018
    8 October 2018
    Course Cost
    $495.00 per student
    Course Code
    Workshop 3

    INTRODUCTION

    This is one of seven Leadership workshops that is underpinned by units of competency within the Diploma of Leadership and Management.  If you are interested in completeing all seven workshops and attaining the Diploma of Leadership and Management, please make an enquiry.

    WORKSHOP CONTEXT

    Cognitive stress has become such a big part of our personal and professional lives. Whilst safety incidents, namely slips, trips, and falls, are comparatively easy to identify and manage, cognitive stress, requires a deeper understanding, and resolution strategies at both the individual and organisational level.

    Throughout evolution, stressful events were things that threatened our survival from physical stressors like predators, tribes and natural disasters. This resulted in the development of neural circuits that effectively and efficiently responded in ways to survive from such physical threats.

    However, today’s stressors, such as tight deadlines, productivity, constant and never ending change, project completion, client relationships, government compliance, restructures and competition are quite different to those in the past. These stressors are the by-product of the volatility, uncertainty, complexity and ambiguity (VUCA) within which the organisations and economy operate. Even though these modern stressors don’t typically involve a threat to our lives directly, our brain’s stress response hasn’t changed much. Unfortunately, the brain’s reliance on the same primitive circuitry to deal with modern symbolic psychological stressors has a profound and recordable impact on our health and wellbeing, performance and productivity in a range of contexts and on the overall culture of the organisation. Given the context, this workshop will awareness and tangible strategies to respond to the brutal reality through strengthening cognitive resilience.

    WHAT CAN YOU EXPECT?

    You will leave the workshop with new perspectives and tangible action plans with a set of individual strategies to effectively respond to both workplace and personal situations that arise from never ending and constant change which otherwise may not be within your sphere of control. Specifically, you will learn to:

    • Understand the basic physiology, psychology and neuroscience that underpins stress and resilience
    • Evaluate stress’s impact on health, relationships, communication, trust, and overall productivity
    • Identify the mental models responsible for (and exaggerating) the organisational and individual challenges
    • Harness the upside of cognitive stress; Identifying and harnessing stress energy to increase productivity
    • Develop the resilience to effectively deal with ‘Modern-day’ hardships and
    • Implement a plan of reducing automatic behaviours and behavioural patterns that derail overall effectiveness

  • IMPROVEMENT AND INNOVATION: Disrupt or be disrupted
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    20 April 2018
    6 June 2018
    24 July 2018
    10 September 2018
    29 October 2018
    Course Cost
    $495.00 per student
    Course Code
    Workshop 6

    INTRODUCTION

    This is one of seven Leadership workshops that is underpinned by units of competency within the Diploma of Leadership and Management.  If you are interested in completing all seven workshops and attaining the Diploma of Leadership and Management, please make an enquiry.

    WORKSHOP CONTEXT

    In a world of constant disruption and change, where Ubers and Airbnbs appear overnight, innovation is a critical component of business agility and growth. Given the volatility, uncertainty and ambiguity in the current market conditions, success looks like when organisations are constantly experimenting, taking risks, embracing failure in the context of succeeding sooner, diversifying and demonstrating organisational resilience.  This requires leadership to be able to create the context within which employees are motivated and able to innovate together, nurture a culture of problem-solving through systematic as well as insightful thinking, eliminate obstacles for collaboration to thrive and create a ‘sandpit’ where employees can have fun and unleash their collective genius in order to deliver value to the business.

    This workshop takes a deep dive into the improvement and innovation mindset, systems, thinking processes, and positioning strategies used by market-leading companies across the globe. You will come out empowered and prepared to construct a framework for a highly creative innovative culture for a long-term competitive advantage.

    WHAT CAN YOU EXPECT?

    Drawing on the latest research in leadership and innovation, this workshop will empower and upskill delegates to visualise and foster a culture that embraces the concept of challenging the status quo. A culture that is not afraid to experiment, learn from failures, mistake proof in order to sustain in the current economic conditions.

    • Innovation and Improvement framework; People, Processes and Environment
    • Understand the psychology of individual and organisational mindset and its impact on innovation and improvement
    • Delegates will draw on the experiences of today's top companies (Apple) via a Harvard Business case study that will enable them to anticipate market needs and grow their capacity to innovate. This will enable them to discuss how to improve top-line and bottom-line performance while building sustainable advantage for their organisations
    • Identify and create new opportunities for innovation: Fostering a culture that will generate more ideas than they can implement along with a shared understanding of applying a systems improvement framework to priortise INN ideas
    • Designing a development strategy for deciding and mapping the different types of development projects using the Aggregate Project Plan to define including the derivatives, breakthrough, platform, research and development, and alliances and partnerships
    • Integrate your customers into the innovation process using Design Thinking.

  • DECISION SCIENCE: Understanding and Influencing the architecture of choices
    Open or Close
    Course Duration
    08:00am - 04:00pm (Full Day)
    Course Start Date/s
    Course Cost

    WORKSHOP CONTEXT

    Organisations make an array of decisions on a daily basis from deciding which candidate to hire, which product to launch, which strategy to execute, which technology to introduce, which contractor to procure etc. In each case, we tend to rely on as many facts and figures as we can in order to make a reasonable estimation of the best choice. Whilst the approach of weighing the pros and cons rationally seems perfectly reasonable and reliable, in reality, it is far from reliable and rational. It turns out that we make decisions emotionally, but only justify them rationally.

     Rational thinking is prone to cognitive boundaries, biases, or habits that operate below are conscious awareness. Given this, we are prone to making irrational decisions resulting in unhelpful behavioural and thinking patterns. However these unhelpful and unconscious patterns can be influenced by integrating insights about the very same kind of boundaries, biases, and habits into the way choices are represented surrounding the behaviour.

     Studies have shown that effective decision-making practices increase the number of good business decisions sixfold and cut failure rates by half. Organisations that base decisions on a keen understanding of behavioural insights are at a distinct advantage in today's environment. Knowing how people make decisions, being able to predict how stakeholders will respond to a decision and understanding how employees implement initiatives are valuable insights that leaders can use to drive organizational change.

    WHAT CAN YOU EXPECT?

    •  Understand and apply a practical framework for analysing decisions with multiple objectives and uncertainties

    • Understanding systematic cognitive biases and traps that operate on individuals and groups and how to overcome them in different contexts.

    • Understand the role of intuition in decision making

    • Understanding how to influence other’s decisions and desired behaviours whilst also respecting freedom of choice

    • Using cognitive insight to tackle decision problems that are hard to solve analytically, for lack of time, data, or too much information

    •  Develop a personal development plan with the guidance of the instructors to apply learnings in the individual context

    BENEFITS TO THE ORGANISATION

    • Increased influence over stakeholder decision making in a range of different contexts

    • Increased organisational performance due to removal of biases from systems and process

    • A collaborative approach towards implementing and evaluating organisational decisions that can have high rewards and consequences

  • CHANGE & AGILITY: Calibrating the organisational rate of change to the corporate strategy
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    27 April 2018
    11 June 2018
    1 August 2018
    17 September 2018
    5 November 2018
    Course Cost
    $495.00 per student
    Course Code
    Workshop 7

    INTRODUCTION

    This is one of seven Leadership workshops that is underpinned by units of competency within the Diploma of Leadership and Management.  If you are interested in completing all seven workshops and attaining the Diploma of Leadership and Management, please make an enquiry.

    WORKSHOP CONTEXT

    We live in a world where "business as usual" is Change. Implementing organisational change is one of the most important, yet, the least understood skills of modern leaders. In change management research and even in our experience in Western Australia, we routinely see that numerous organisations experience less than desirable performance improvements and unfavourable workforce reaction to the proposed change. More and more of change initiatives fail or fail to realise their intended purposes including on time completion, on budget completion, where all technical objectives are not met, all business objectives are not met, or all human objectives are not met etc.

    Whatever the type of change – restructuring, new processes, mergers, new systems, change of leadership etc. requires realigning of the interrelated organisational elements including strategy, structure, systems, shared values, styles of leadership, staff and resources.

    The objective of the workshop is to provide leaders and managers with a holistic framework and heuristics that will enable them to more readily enact, monitor, imbed and assess the system wide execution of change plan.

    WHAT CAN YOU EXPECT?

    • Understanding of the prerequisites of implementing organisational change
    • Understating the psychology of individual and organisational change and implementing interventions accordingly
    • Building a shared vision of success around organizational change initiatives to create transformational readiness
    • Identifying gaps, inconsistencies and realigning the seven interdependent organisational factors to improve performance
    • Developing a change implementation plan using the change
    • The leadership roles and characteristics that are crucial in embedding change
    • Crafting a change message that both conveys the nature of the change and shapes the sentiments that determine the reaction to the change
       

  • COURAGE & CONFLICT: Enhancing performance by daring to disagree
    Open or Close
    Course Duration
    08:00am - 04:00pm (Full Day)
    Course Start Date/s
    Course Cost

    WORKSHOP CONTEXT

    Staff absenteeism, attrition and legal costs, rework, reputation, low morale, productivity losses, lack of engagement, and impaired decision making are among the many costs of unhelpful workplace conflict. It is estimated that over 65 per cent of performance related problems result from strained relationships between employees and not necessarily from deficits in individual employee skills or motivation. Whilst there are structured conversational frameworks available to resolve conflicts, they rarely produce effective intended outcomes. This is primarily due to the fact that most of those frameworks assume that we are rational human beings and given the parameters, we can resolve the conflict in a structured manner. They do not cater for the role emotions play in the way those frameworks are implemented. Differences in styles, opinions and backgrounds can lead to emotional conflict. Such differences may affect a project’s success or timely completion.

     Given this, people instinctively avoid conflict, however, good disagreement is central to progress, innovation and success. Healthy and constructive conflict is a component of high-functioning teams. Leaders, due to their ‘authority cue’ have an untapped power to lead people through these differences.

    WHAT CAN YOU EXPECT?

    • Understand the biological underpinnings of conflict and its impact on trust, communication and relationships

    • Link between conflict , Improvement and Innovation culture

    • Identifying and amplifying the domains that instigate the reward response in the brain, whilst calling ‘spade a spade’

    • Understand Transactional Analysis and leadership frames

    • Understand conflict spiral to recognise and address conflict in its early stages

    • A framework to initiate and conclude a conversation where stakes are high, emotions are strong and opinions vary

    • Understand and apply the conversational anchors through 3 levels of intent

    • Working with and channelling the unproductive emotions

    • Underpinning characteristics and design of a healthy conflict culture

    • Develop a personal development plan with the guidance of the instructors to apply learnings in the individual context

    BENEFITS TO THE ORGANISATION

    • Nurture healthy diversity in viewpoints and opinions as a catalysts for improvement and innovation.

    • Increase discretionary effort in the workplace and avoid unproductive conflict or apathy.

  • RE-IMAGINE & REVITALISE PERFORMANCE MANAGEMENT: From task management to cognitive performance
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    26 March 2018
    22 May 2018
    9 July 2018
    27 August 2018
    15 October 2018
    Course Cost
    $495.00 per student
    Course Code
    Workshop 4

    INTRODUCTION

    This is one of seven Leadership workshops that is underpinned by units of competency within the Diploma of Leadership and Management.  If you are interested in completing all seven workshops and attaining the Diploma of Leadership and Management, please make an enquiry.

    WORKSHOP CONTEXT

    Traditional performance management systems (TPMS) are simply broken. Organisations, managers and employees have long participated in time-consuming, frustrating performance reviews that have not yielded clear improvements in individual or organizational performance, other than collecting meaningless data and clogging up the company server. The data collected from such painful and costly annual exercises tends to get lost in a black hole once submitted. Some of the common and wasteful characteristics of a TPMS being amurky link between the business strategy and execution, a biased and an inaccurate assessment through scoring system, a heavy focus on the outcomes than the process contributing to the fixed mindset culture, disgruntled and unmotivated workforce and much more.  

    The volatile, uncertain, complex, and ambiguous nature of the work due to extraordinary changes in technology, globalization and overwhelming information flow requires organisations to continuously learn, unlearn and relearn.  In such context employee retention and workforce capability are significant indicators of business success and therefore the performance management process should focus on continuous coaching and development, clear expectations, accountability, a sense of purposerather than competitive evaluation. Unfortunately, the TPMS are far from serving this challenge and are inadvertently become an organisational constraint. 

    WHAT CAN YOU EXPECT?

    • This workshop provides recommendations based on contemporary scientific research on:
    • Understanding the impact of TPMS on the brain and the overall performance of the individual and the organisation
    • Understanding the inference formation process in the brain and its impact on the feedback quality
    • A critical review strength, weaknesses, opportunities and threats of the organisations TPMS using underpinned by Deloitts scientific research findings
    • Transforming ineffective performance management practices into effective forward looking performance development that aligns employee performance and development with the overall business needs
    • Shaping a culture of receiver driven feedback
    • Practical and science based tools for leaders to use to provide impactful feedback, acknowledgement and shaping new and improved behaviours
       

  • THE ART & SCIENCE OF COMMUNICATION: Making sense and cutting through the noise and chaos
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    6 February 2018
    7 May 2018
    26 June 2018
    13 August 2018
    1 October 2018
    Course Cost
    $495.00 per student
    Course Code
    Workshop 2

    INTRODUCTION

    This is one of seven Leadership workshops that is underpinned by units of competency within the Diploma of Leadership and Management.  If you are interested in completing all seven workshops and attaining the Diploma of Leadership and Management, please make an enquiry.

    WORKSHOP CONTEXT

    In the age where we are flooded with data and information, we’re not just restricted to face-to-face communication for conveying information, instead constantly communicating with the stakeholders through a wide range of channels including newsletters, magazines, email, Wikis, blogs, streaming videos, texting, social media, formal and informal reports etc. But yet somehow, organisational communications are still a massive problem. In the world of ‘noise’ and constant distractions, the biggest challenge for the modern leaders is to effectively get their stakeholder’s attention on their value proposition, make them understand it and influence their decisions. Ineffective communication essentially equals an inability of organisations and individuals in it to communicate their value, which in return results in loss of opportunities and growth.  According to the Holmes Report, companies have 47% higher returns to shareholders, more engaged employees, and less employee turnover when they demonstrate effective communication strategies. Conversely, an estimated $37 billion was lost due to employee misunderstanding or error due to poor communication based on a 400 corporations surveyed over a year.

    WHAT CAN YOU EXPECT?

    • Understand the link between communication the three levers of performance — Courage, Innovation, and Discipline.

    • Understanding and application of the 3 maturity levels of listening

    • Understand the impact that language can have on others

    • Crafting powerful questions to influence the ‘cognitive frames’ of the stakeholders

    • Science and impact of Storytelling on culture and strategy: Understanding the cognitive impact of storytelling on employee's thinking, feelings, behaviours and motivations.

    • Understanding a framework of business storytelling to influence collaboration and stakeholder buy in

    • Identifying, assessing and managing the cognitive and physical constraints to effective communication

    • Identifying the default and perceived behavioural styles of yourself and others and aligning communication strategies accordingly

    • Challenging the status quo

    • Scientific techniques and strategies that can be used to build and maintain trust, relationships and communication
       

  • EMOTIONAL QUOTIENT AND PERFORMANCE: Achieving business results by leveraging group IQ
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    23 February 2018
    30 April 2018
    18 June 2018
    6 August 2018
    24 September 2018
    Course Cost
    $495.00 per student
    Course Code
    Workshop 1

    INTRODUCTION

    This is one of seven Leadership workshops that is underpinned by units of competency within the Diploma of Leadership and Management.  If you are interested in completing all seven workshops and attaining the Diploma of Leadership and Management, please make an enquiry.

    WORKSHOP CONTEXT

    Numerous studies have clearly demonstrated that Emotional Intelligence, i.e. emotional self and social awareness, impulse control and relationship management is one of the biggest predictors of performance in the workplace and a strong driver of leadership and personal excellence. Emotions play a far greater role in determining business success than many businesses realise. This could be attributed to the profound correlation between Emotional Intelligence and better customer experience, sales and productivity, employee engagement, decision making, even hard measures such as financial performance and business growth. The increased use of FRMI and EEG in accurately profiling the brain across cultures and industries has provided a vast amount of data used to develop strategies and measures to increase individual and organisational emotional intelligence and effectiveness.

    In many Australian businesses, concepts like emotional intelligence are still considered as ‘soft stuff’ where empathy and emotions are not given priority as compared to other more tangible metrics. However these softer aspects tend to have harder consequences in terms of business performance and sustainability. Leaders with high emotional Intelligence build high performing teams of engaged people, who apply discretionary effort to deliver better outcomes for customers and the organisation.

    WHAT CAN YOU EXPECT?

    Underpinned by research in neuroscience cognitive psychology, this workshop will challenge the status quo and demonstrate a strong link between emotional intelligence and business performance more than the IQ or other similar competencies. 

    • Understanding the neuroscience of emotions and their impact on our social behaviours and cognitive performance

    • Understanding the link between self-awareness and informed decision making

    • Developing a greater self-awareness and an assessment of your current level of emotional intelligence

    • Understanding the link between self-control and improved learning performance

    • Tools and techniques to strengthen self-control in order to facilitate peak performance in different contexts

    • Understanding and influencing the ‘mirror’ neurons in other’s brain to manage their emotions and increase collaborative relationships

    • Consolidating information from reflection into an action plan and devising methods to maintain focus on development plans 

  • OPERATIONAL PLANNING: Executing business strategy through clarity and measurement
    Open or Close
    Course Duration
    1 Day 8:00am to 4:00pm
    Course Start Date/s
    9 April 2018
    28 May 2018
    20 July 2018
    3 September 2018
    22 October 2018
    Course Cost
    $495.00 per student
    Course Code
    Workshop 5

    INTRODUCTION

    This is one of seven Leadership workshops that is underpinned by units of competency within the Diploma of Leadership and Management.  If you are interested in completing all seven workshops and attaining the Diploma of Leadership and Management, please make an enquiry.

    WORKSHOP CONTEXT

    Organisations invest significant time and energy on developing their mid to long term strategies, benchmark themselves against their rivals, and check budgets against actuals to ensure the strategy is working and return on their investment is realised. However the pace at which new strategies are implemented in often disappointing. More often on budget and on time targets are compromised. It appears to be much easier to conceive a new strategic agenda than to carry it out.

    In our experience in Western Australia, we see that for more and more organisations say that they have strategic or high level plans in place to address the firm’s priorities, but implementation is not as rigorous as it could be, with many firms lacking the tools and metrics to accurately assess profitability. Business leaders tend to pay lip service to planning and be more reactive than proactive in the way they conduct their business.

    Successful strategy execution starts by understanding and interpreting business insights and then translating those insights into actionable measures that can be used to manage overall business performance. Western Australian businesses need to apply more rigor and discipline to the task of measuring and managing their performance against the balanced score card’s four point perspective of financial performance, stakeholder relationships, internal processes and building organisation’s capacity to remain competitive and sustainable.

    For many firms, integrating strategy with business development and improving staffing and productivity represent opportunities for improvement and focus in future planning cycles.

    WHAT CAN YOU EXPECT?

    This workshop actively engages the delegates in designing a concrete and a measureable organisational version of a flight path down to specific take-off and landing parameters in order to achieve the goal of a safe and profitable flight. The workshop focuses on:

    • Building a consensus concerning the organisation’s strategy and expressing it in terms that can guide action at the functional levelby translating the vision.
    • Identifying and understanding the overall strategic direction of the business/project against the balanced score card’s four point perspective
    • Prioritising the key business objectives that need operationalising within in 3-6 month, 6-9 month and 9-12 months
    • Dissecting strategic goals into objectives, measures and key initiatives/programs/projects.
    • Defining accountability by linking operational plans to employee performance plans
    • Develop contingency and risk plans to deal with unexpected turbulences and ensure on time and on budget outcomes
    • Focusing on initiative execution to organisational capacity, with realistic stretch targets