Training & seminars
Every programme below is modular. Take a whole course, 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 courses
ABP Consulting's sales training teaches consultative selling rather than scripts: how to qualify a real need, build an argument around it, and adapt delivery to the person across the table.
1 course
These programmes start from self-awareness: DISC and Driving Forces to read behaviour, the Enneagram to understand what drives it, and positive, non-violent communication to act on both — giving feedback, standing your ground, defusing tension.
3 courses
Collective work with a whole team rather than individuals: a cohesion seminar, a vision session for a leadership team, or a longer team coaching engagement across several months.
1 courseAll courses
Sales
A two-day programme on selling a considered purchase: how to qualify what the client actually needs, build an argument around it, handle the objection behind the objection, and negotiate without giving away the margin.
Interpersonal communication
The foundation course behind most of ABP's other programmes. Two days using DISC and the Enneagram to understand your own communication defaults, recognise where they cost you, and build the flexibility to work with people who operate differently.
Management
The core management programme. Three days covering the work a manager actually does day to day — setting the frame, delegating, running one-to-ones, handling the conversation nobody wants to have. The third day comes a few weeks later, once the tools have met a real team.
Management
Most managers have far less control over pay than over the things that actually drive engagement. This course covers the non-financial levers — autonomy, recognition, visible progress, meaning — and how to tell which one a given person responds to.
Interpersonal communication
Knowing how you work is the foundation for communicating well and holding your ground. Three days built on the Enneagram — two together, then a third some weeks later, once you have tried the tools and found out where they break.
Management
Managing people you do not see every day is not the office routine run through a screen. One day on the rules to set from the start, objectives each person can own, rituals that hold across locations, and feedback and one-to-ones at a distance.
Seminars & team coaching
Where a seminar settles a question in two days, team coaching changes how a group works over four to six months. Several sessions with real work between them, aimed at habits rather than at a single decision.
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 ritual without it turning into surveillance.
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's, and stop managing everyone as though they wanted what you want.
Management
Reorganisations, relocations, new processes, new tools — change programmes fail on adoption far more often than on strategy. Two days on Kotter's eight steps, applied to a change you are actually running, so you leave with a sequenced plan rather than a model.
Interpersonal communication
Two days on two complementary instruments: DISC describes how someone behaves, Driving Forces describes why. Each participant receives an individual report and leaves with a relationship strategy for the colleagues they find hardest.
