Training & seminars
Every programme below is modular. Take a whole training, or take the modules that address what your managers are actually struggling with and we will assemble them into one programme.
Management training at ABP Consulting teaches managers to lead people who do not think, communicate or decide the way they do.
6 trainings
Two days of consultative selling and negotiation, built for a market where you will meet the same buyers again and again: qualify the real need, build the argument, handle objections and negotiate without damaging the relationship.
1 training
Three programmes for teams that work across Kreol, English, French and the languages of colleagues from abroad: DISC and Driving Forces to read behaviour, the Enneagram to understand motivation, and assertiveness to say difficult things well.
3 trainings
Work with a whole team at once: a seminar that settles one question in one or two days, or a team coaching engagement over several months for a group that needs to change how it works.
1 trainingAll trainings
Sales
Selling in Seychelles means selling to a buyer who already knows you and will see you again next season. Two days on qualifying the real need, building the argument around it, answering the objection behind the objection, and closing without giving the margin away.
Interpersonal communication
The foundation programme behind most of the others. Two days using DISC and the Enneagram to see your own communication defaults, recognise the situations where they cost you, and build enough flexibility to reach people who work nothing like you.
Management
The core management programme, and the one most participants start with. Three days on what a manager actually does: setting the frame, delegating, running one-to-ones, and having the conversation nobody wants to have. The third day comes weeks later, once the tools have met reality.
Management
Most managers have far less control over pay than over the things that actually drive engagement. Two days on the non-financial levers, autonomy, recognition, visible progress and meaning, and on matching them to what each person is actually driven by.
Interpersonal communication
Knowing how you work is the groundwork for communicating well and holding your position. Three days on the Enneagram: two together, then a third some weeks later once the tools have been tried on real situations and the difficult ones have surfaced.
Management
When half the team is on another island, at home, or reporting into a head office abroad, the routines that held the office together do not travel by themselves. One day on the rules to set at the start, objectives that read clearly at a distance, rituals, and the remote one-to-one.
Seminars & team coaching
A seminar settles a question in two days. Team coaching changes how a group works, over four to six months, in several sessions with real work between them. It goes at habits rather than at a single decision, which is what makes it hold once the coach has gone.
Management
Visual management puts the few things that matter where the whole team can see them, and turns a short daily meeting into something people act on. One day to build your first board, decide what earns a place on it, and run the stand-up so the team owns it.
Management
The Enneagram describes nine ways of being motivated, and nine things that reliably go wrong under pressure. One day to recognise your own profile, read your team, and stop managing everyone as though they wanted what you want.
Management
New owners, a new property management system, a restructure, a new regulator requirement: change programmes fail on adoption far more often than on strategy. Two days on Kotter eight steps, applied to a change you are actually running rather than to a case study.
Interpersonal communication
Two instruments that answer different questions: DISC describes how a person behaves, Driving Forces describes why. Two days, an individual report for each participant, and a worked relationship strategy for the colleagues they find hardest.
