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Category Archive: Management Training

  1. 6 ways to manage your team more successfully

    People skills are essential for managers at any level. From difficult individuals to situations that require careful handling to resolve, there are many instances in which a skilled manager can make a difference. 70% of an employee’s motivation is influenced by a manager so businesses really value people who are able to handle a team successfully. If your goal is to progress in a management position then there are a number of key skills to learn.

    1. Empathy

    Empathy in a management context is demonstrating an understanding of an employee’s own individual circumstances when making decisions that affect them. So, that could be approving a holiday request that coincides with a child’s time off school or presenting concerns raised by the team to upper management to argue their case for change. Empathy is a very powerful force for connection and essential for managers keen to succeed.

    2. Engage with your team

    If you want to improve team management then your presence in the team needs to be felt. Engage with all team members on a regular basis don’t sit in your office behind a closed door. Attend team events and company parties, start random conversations, have an open door policy and ask questions so that you can begin to understand your team and build stronger connections as a result.

    3. Avoid micromanagement

    Micromanagement will suck the motivation from any team because it demonstrates a lack of trust in their abilities and doesn’t give them room to thrive. Provide the support and guidance that your team needs to move forward of their own accord and then take a step back. With the space to grow and develop your team will feel nurtured but not controlled and could go on to do great things.

    4. Support ongoing professional development

    The first step is always to provide regular opportunities to assess performance and progress, and identify ways in which these could be improved. Once you start to acquire more knowledge of where your team members succeed and fail you can design solutions that help them to do better. That may be finding training or courses to improve a skill set or giving them more opportunities to do a specific task every day.

    5. Keep the lines of communication open

    Successful managers know when to listen to their team. Even if it’s negative feedback or complaints, it’s important for everyone to feel like they have a voice within the business. Equally, when it comes to talking about progress or development within the business, make sure your team is kept well informed and isn’t the last to know.

    6. Reward success

    Reward and recognition is essential to good management and has a key role to play in how engaged employees are and whether motivation is maintained. Look for ways to recognise and reward everyone, not just those who regularly do best – that way the whole team will progress in the right direction and no one is left behind.

    Our People Management course is specifically designed for managers looking to progress, from those at the early stages to more experienced individuals. Book your place today.

  2. How can you help your team to set performance goals and review these with them?

    Performance reviews are a necessary, and essential, part of any workplace. Although they do sometimes have a bad reputation, it’s these reviews that give everyone the opportunity to better understand their role, to set key goals and to monitor progress. Whether you’re new to management, or looking to improve your team management skills, a strong approach to performance reviews is essential.

    Take the process seriously

    A quick, unstructured chat over a coffee might feel more enjoyable than something more formal but it could also fail to deliver the right results. So, make sure you have a structured process in place, a set timeline for everyone to adhere to and one that makes sense in terms of when your business conducts performance reviews or hands out bonuses.

    Key steps involved in goal setting and review

    On the basis of a 12-month cycle, there are five key stages to consider when it comes to performance goals and review.

    Month 1 – setting goals

    Start the yearly cycle by sharing goals and objectives with the entire team. Meet with each employee to ensure they’ve absorbed the company’s goals and to define their own personal goals for the year. Use a clear framework for individual goal setting – Specific, Measurable, Achievable, Results-oriented, Time-bound (SMART) will ensure that the objectives you set are within reach.

    Month 3 (and every quarter after that)

    Rather than attempting to summarise an entire year in a single performance review at the end of 12 months, it’s often preferable to check in throughout the year. The idea of each check in will be to sit down with the SMART goals defined at the start of the year, look at expectations and see what the employee has achieved in terms of results. Take notes from each one so that you have more to work from at the end of the year too.

    Month 10 – Employee preparation

    Now is a good time to give employees notice that they should begin preparing for the review and to agree a date for the end of year review. Ask employees to begin compiling their own results, as well as completing any forms that company requires.

    Month 10 – 11 – Manager preparation

    It’s not just employees who need to prepare for performance reviews. As a manager you’ll also need to compile notes, results and data, as well as gathering feedback. Identify the structure that you want to use for your performance reviews and then stick to this so that you’re using the same approach for every employee. It’s important to ensure that every review identifies areas for improvement but also provides encouragement.

    Month 12 – Carry out the performance reviews

    Remember that different people respond differently to reviews so it’s worth tailoring your approach to personality types while retaining that key consistent structure. It will also be important to encourage employees to feedback on the review process itself to make sure that it works.

    Our Performance Review Skills course is ideal for managers looking to get more from employees via effective reviews.

  3. How can you get your team motivated?

    Most businesses today are structured around teams. They can be an incredibly powerful way to deliver business goals and create positive community and values in an organisation. However, motivation can be a big issue within team structures. When it begins to drop away this can have a broad effect on the entire business. So, how do you motivate your team and make sure that the momentum remains?

    Provide a quality working environment

    It’s not difficult to see how physical discomfort (e.g. poor office furniture) or a challenging environment (poor light, overheating etc) could have an impact on motivation. So, one of the simplest ways to help keep motivation levels up is to ensure that your office is a pleasant place to be and one that is conducive to work.

    Provide opportunities for advancement

    It’s easy to underestimate the value of training and skills development to employees. If everyone in the team is given opportunities to improve skills, understanding, knowledge and abilities they are much more likely to remain engaged and motivated. From job specific training, to courses that relate to the wider industry, giving employees the opportunity to grow on an ongoing basis is incredibly motivating.

    Be wary of micromanaging

    Employees thrive when they feel a manager has trust and confidence in them and most dislike the constant pressure of having someone always looking over their shoulder. In fact, 38% would rather take on an unpleasant job than sit next to a micromanaging boss. So, if you want to keep your team motivated it’s important to learn to let them work autonomously.

    Goal setting is crucial

    Employees need to have clear goals for their own role and to be aware of the objectives for the wider organisation. With an understanding of how they fit into the context of the broader business, they will be motivated to do more to positively affect its future. On the other hand, employees without goals have nothing to work towards. And those that don’t understand the goals that have been set will most likely do the minimum required to achieve them.

    Failure is natural

    Punishing failure can quickly demotivate a team and leave very little room for the kind of experimentation that often leads to exciting innovation. Creating an atmosphere in which failure is seen as natural – even encouraged as part of the process – will motivate employees to take risks and explore new ideas.

    Teams must learn to collaborate

    Without collaboration, teams fail. Employees are always more motivated when they feel that their contribution is valued and that they are encouraged to speak up and make it.

    Focus on engagement and happiness

    There are many different factors that go into creating engaged and happy employees but the outcome is always the same: they are more motivated and productive. From pay and benefits, through to business culture, the freedom employees have and making them feel like they matter, it’s possible to create a business environment in which happiness and engagement thrive.

    Our Motivation Skills course will help you to understand what makes people tick and how great managers motivate.

  4. 5 leadership practices that will make you an exemplary leader

    Great leadership is something that can be learned and nurtured – it is not personality-dependent. Anyone can master the skills of leadership, no matter what your age, gender or background. Taking the time to do so could be life changing in the course of your career. These five practices provide a crucial foundation from which you can go on to great things in leadership.

    1. Providing a structure for others

    Change can be difficult but is essential to development and growth – and an exemplary leader has a big role to play in facilitating this. Great leaders set standards and establish goals, whether that is with respect to the way that people should be treated or when it comes to establishing a path to get from A to B. They identify and remove bureaucratic obstacles and clear the road ahead of red tape so that progress can be achieved. Crucial to being an exemplary leader is the ability to identify the long-term objective and then create a series of interim goals so that others can achieve small wins as they move towards the larger target. When others are unsure how to proceed – and how to get to a long-term goal – great leaders will signpost the way.

    2. Fostering collaboration and teamwork

    Fostering great teamwork and a spirit of collaboration is fundamental to the qualities of a great leader. This means ensuring that others are actively involved and that you are creating an atmosphere of mutual admiration and respect. Being an exemplary leader means showing others the way when it comes to establishing an atmosphere of trust and openness, giving others the tools to feel capable and competent to strengthen the overall team.

    3. Inspiring others with a vision

    Perhaps the most defining element of exemplary leadership is the ability to inspire others with a single shared vision. Skills such as quiet persuasion and the ability to effectively describe a vision that could change the course of an organisation’s future are crucial for enlisting others in making that vision a reality. Great leaders inspire others to share their own vision and values, and to work towards making them happen.

    4. Innovating the status quo

    The greatest leaders don’t simply follow established practices and processes but look for new ways to improve and innovate. They are aware of the necessity of taking risks when it comes to overthrowing the status quo and able to weigh up and analyse the risks involved. Exemplary leaders learn that failures and mistakes are an inevitable part of progress, as well as an opportunity to learn and grow.

    5. Making people feel like heroes

    Perhaps the hardest leadership practice to master is that of making everyone feel like a hero. Progress and transformation can be tough and it is usually down to a leader to ensure that everyone remains engaged, focused and enthusiastic so that goals can be achieved. From celebrating the small wins, to learning how to recognise accomplishments, an exemplary leader understands how to make everyone feel like they’ve done an incredible job.

    Our Essential Leadership Practices course is designed to help you to understand and appreciate the core skills and practices of effective leaders, improving both confidence and results. Get in touch with PTP today to find out more.

  5. How can you become an expert at objection handling in your workplace?

    Objections can bring us up short. Most often heard in the context of a sales conversation, an objection can bring a pitch to an end and remove the potential for a conversion – unless effectively dealt with. Objections can also arise in many other situations, from team members objecting to a plan to a manager who raises objections to a request for a pay rise or a promotion. Whatever the context, how can you become an expert at objection handling?

    Why is it important to handle objections?

    Objections are basically roadblocks. Whether your goal is to achieve a sale with a customer, or to convince someone to try another process or idea to get to an objective, when there’s an objection in the way then nothing can go any further. The longer a person holds an objection, the more entrenched it can become and the more difficult it will be to shift. So, it’s important to deal with objections as soon as they arise – and to be alert to the fact that they could arise at any moment. Dealt with in the right way, objections don’t have to become obstacles. Sometimes, they may even open a channel to getting to your ideal destination more quickly.

    How can you become an expert at handling objections?

    Welcome objections rather than avoiding them

    This means not just being prepared for someone to raise an objection but also proactively encouraging them to voice that objection early on. So, you might ask if someone has any concerns to something you’ve suggested, or to the product you’re trying to sell, rather than waiting for them to bring it up. The sooner you deal with the objection after it forms in the mind of the person you’re speaking to, the easier it will be to get past it.

    Listen, Acknowledge, Explore, Respond

    Hearing objections raised may make you feel like instantly trying to shut them down but sometimes this can just make a situation worse. Instead, start by listening to the objection so that you understand exactly what the problem is. Acknowledge that the objection has been raised and then explore some of the reasons for it. When you’re ready, respond thoughtfully. You’ll have more chance of being listened to if you’ve already listened to what was said and a better opportunity to get through to someone if you present your response in a thoughtful way.

    Keep track of common objections

    This is a useful tactic if you’re in an environment, such as sales, where you’re hearing many of the same objections repeatedly. If you start tracking them you’ll be able to identify the most common objections and be prepared for them next time around. It may be useful to role play responses to objections so that you can refine them in a way that will make your replies more effective.

    Whatever the context, the ability to handle objections is essential. Our Objection Handling Skills course helps you to find the best possible answer in every situation so that you’re not held back by the objections you face.

  6. How to effectively manage staff sickness and absences

    Staff sickness and absences are a reality for any business. The unpredictable nature of sickness and absences can make it difficult to avoid disruption to operations so it’s crucial to ensure that they are carefully managed.

    The importance of monitoring

    For any business, keeping track of the number of days that staff take off sick or out of the office is going to be important. And for smaller businesses it’s crucial to understanding what’s happening in the workforce. Whether you monitor manually or with software, make sure you’re keeping track of when staff are sick or absent. Are there any patterns that emerge – such as an increase during the school holidays? This could be an indication that all is not as it seems.

    Maintaining contact

    If you notice that some staff are taking a lot of sick days or are often absent then it’s important to make contact to find out why. There could be a genuine and serious sickness behind their lack of presence at work or this could be more to do with being unhappy in a role. It’s also important to maintain contact with anyone on sick leave so that you’re appraised of their progress and you know when they are likely to return to work.

    The issue of pay

    Employees have a right to Statutory Sick Pay for absences of three days or more but there is no legal entitlement for shorter periods. Statutory Sick Pay entitlement is for a maximum of 28 days and employers can pay more than the statutory rate but not less. Whether you choose to pay your employees for sick days over and above what the law requires will depend on company policy – this should be clearly written into contracts so that there is no confusion.

    Handling staff taking short term sick leave

    Short-term sick leave can be particularly problematic for employers, especially if the leave is taken frequently but never for more than a day or so at a time. This can be incredibly disruptive for others in the workplace. The first step is to establish whether there is an underlying condition that is necessitating the absences. If there is nothing that connects the absences then it’s worth speaking to the employee to see if there is another reason. After that it may be necessary to see whether the employee is in breach of the company absence policy.

    Dealing with staff on long term sick leave

    Many employers dread having to deal with a situation where an employee is on long-term sick leave. This can leave a team depleted but employers must be careful about the action taken – it’s important to ensure you follow the contract you have with that employee. Get as much information as you can about the reason for sickness and make sure you are provided with medical evidence about the employee’s condition and whether they might be fit to return to work – and when. Decisions about how to handle an employee on long-term sick leave should be made on the basis of medical information provided and the contract in place.

    Our Managing Sickness and Absences course is designed to support the effective management of a business dealing with sick days and absences. Get in touch with PTP today to book your place.

  7. 5 key skills that successful HR Managers have

    In any business, human resources provides a core function that is crucial to nurturing and developing the talent that you have. Where the HR team is functioning badly, or unable to meet its goals as a result of a lack of key skills, this can have a negative knock on impact right through the business. So, the quality of your HR manager is crucial, as they will shape and direct the way that the HR team interacts with the rest of the business. The most successful HR managers tend to share a number of key skills.

    Sound communication

    Communication is perhaps the Number 1 key skill for an HR manager. Without the ability to effectively communicate with their own team, the HR manager will be isolated and unable to ensure that your human resources people are functioning as they should within the business. Communication skills should be both written and verbal and extend to everyone, from the HR team itself through to the business’ employees and everyone at management level.

    Positive negotiation skills

    From agreeing the details of contracts, to handling disputes, there are many situations that could arise in the HR manager job description that require a positive negotiation skill set. Experience in previous negotiation situations is likely to be of benefit here, as well as the ability to apply a fair and rational approach to a situation that might be tense and sensitive. An HR manager with great negotiation skills is always worth their weight in gold.

    The ability to make accurate judgments

    Sound, practical and reasonable judgment in an HR manager will create a positive atmosphere within the human resources team and also ensure that HR delivers on its goals and objectives for the rest of the business. Great judgment comes into play repeatedly for HR managers. It could be the difference between ensuring that employees are placed into the right roles – or jobs that make them feel unhappy and unfulfilled. It could be the key factor that stops a potential discrimination claim from escalating. HR managers with excellent judgment know how to assess a situation – and when to ask for support.

    The ability to multi-task

    Many jobs today require multi-tasking abilities but perhaps few more so than the HR manager role. This not only involves leading a team and ensuring that team meets its goals and objectives but also dealing with the myriad of HR-related situations that arise daily, from recruitment through to staff disputes or the need to let someone go.

    The right ethics

    HR managers have access to the kind of data that most other company departments don’t and may be privy to confidential information that employees don’t share widely. The right ethics mean that an HR manager is able to ensure that there is a balance between the rights and responsibilities of employees and the obligations and legal requirements that the company must observe.

    HR managers have a crucial role to play in any business – and the right training and make all the difference. Register your place on PTP’s Introduction to HR Skills course today.

  8. What are your new responsibilities as a Director?

    When you become a company director, you sign up to take responsibility – with the rest of the Board – for the management of the company’s business. This means ensuring that the business complies with its statutory obligations, as well as taking part in operational and strategic decision making. When you become a director there are certain key responsibilities, defined by law, that you need to be aware of.

    Directors’ legal responsibilities

    • Acting within your powers and only exercising these for the purpose for which they were given.
    • Promoting the “success” of the company, bearing in mind factors such as employee interests, relationships with any suppliers and the company’s reputation.
    • Exercising independent judgment i.e. you must be making your own decisions.
    • The expectation to act with reasonable care, skill and diligence. This expectation doesn’t require you to have knowledge or insight outside the scope of your experience, just the general knowledge, skill and experience of someone in your role and to the degree that you actually possess.
    • Ensuring that you avoid a situation that might be a conflict of interest. The conflict here is with the interests of the company and could be something like having multiple directorships or being an advisor to a competitor of the company. In some situations, a conflict will not cause an issue – for example, where it has been pre-authorised. Where there is a potential conflict, directors have a responsibility to seek the approval of the rest of the Board of Directors and to check the situation against the company’s Articles of Association.
    • Avoid accepting benefits from third parties. If you receive a benefit from a third party as a result of something you do or don’t do as a director then this could cause a problem.
    • Declaring relevant interests. If there is a transaction or arrangement with the company that you have a direct interest in then, as a director, you have a responsibility to declare this. This should be done before a transaction is entered into or, if the transaction has already taken place, as soon as is reasonably practical after that.

    Directors who breach their legal responsibilities

    If you are in breach of these duties then you could find yourself facing an injunction, damages or compensation – in some cases even a criminal fine. Some relief can be granted either by the company’s shareholders or the courts in certain situations. Director’s insurance will also ensure that you have a financial safety net should the worst occur.

    What about other responsibilities?

    Outside of legal duties, directors also have a number of other responsibilities including:

    • The company’s confidential information can only be used or disclosed for the benefit of the company.
    • Health and safety. Ensuring that the business is compliant in health and safety is a responsibility that falls to the directors.
    • Other obligations. Directors are also responsible for ensuring the company’s compliance with other obligations, such as environmental obligations and anti-corruption obligations.
    • Directors have a responsibility to seek advice as soon as possible where the business is in financial difficulty. This is especially important in order for directors to avoid potential personal liability under insolvency law.

    Becoming a director is a significant step and one that you need to prepare for – our courses provide all the grounding you need in how to do the job well. Take a look at our Role and Responsibilities of a Director course today or give us a call on 01509 889632 to find out more.

  9. How to use appraisals to get results from your team

    The value of managing the performance of staff is all too often ignored by businesses and those in a management role. It can seem like a difficult and complicated process where uncomfortable conversations are sometimes required. However, the reality is that appraisals are an incredibly useful tool for businesses to motivate, engage and communicate with staff – as long as they are properly used.

    Before the appraisal

    The value of managing the performance of staff is all too often ignored by businesses and those in a management role. It can seem like a difficult and complicated process where uncomfortable conversations are sometimes required. However, the reality is that appraisals are an incredibly useful tool for businesses to motivate, engage and communicate with staff – as long as they are properly used.

    Before the appraisal

    • Take care when scheduling. It’s important that both you and the employee have enough time to prepare for the appraisal so that no one is caught out and unhappy about it taking place. It will be a more constructive experience for everyone if there is adequate preparation time.
    • Make sure you’re ready. As a manager, you need to lead the appraisal and be ready to confidently explain assessment processes, decisions and consequences. Look at previous appraisals, check the employee’s job description and be prepared with questions, such as “which completed tasks are you most proud of?” or “what have you found challenging this year?”
    • Look forward, as well as back. Appraisals are about covering past behaviour but also planning for the future. What new skills is this person going to need to develop and what career defining moments do they have coming up? Development is as important as assessment.
    • Think ahead. What kind of issues is this person likely to raise and what are their next career goals likely to be? How will you manage a situation in which they have a high volume of criticisms to bring to the table?

    During the appraisal

    • Remember that this is an ongoing relationship. You still have to work with this person after the appraisal so be kind, constructive and businesslike even if you’re delivering bad news.
    • Be specific and factual. Working on the basis of making a statement and then providing the evidence to back that up will give whatever you say credibility and ensure that you get your point across.
    • Remember the impression that you make. Relaxed body language, maintaining eye contact and asking friendly open-ended questions will create an atmosphere of openness and rapport.
    • Focus on solutions as much as problems. If you’re in the position where you’re having to raise issues about conduct or performance with an employee then just imagine how this is going to feel from the other side of the table. It’s difficult to hear criticism for anyone – but if this is accompanied by suggestions for solutions and next steps it can be much easier to bear and use constructively.
    • Make sure there are outcomes. Appraisals should always end with employees being able to see what positive next steps are likely to be. So, aim to create an action plan, points or ideas that will turn the appraisal into positive progress.

    If you manage other people and you’re keen to understand how to get the most out of them, our Appraising Performance Effectively course is designed to help you do just that. Learn how to handle appraisals effectively and use them to begin producing better results.

  10. How can you become an effective team leader?

    A team leader role is both a challenge and an achievement. While it doesn’t have the full responsibility of management it still puts you in a position that is distinct from just being another member of the team. Success at team leadership can be a stepping stone to greater things in a career and is also a good opportunity to hone the skills that you’ll need to have to effectively lead.

    Always lead from the front

    Team leaders often set the tone for the way a team performs and the kind of collective attitudes that are fostered. So, if you want to be an effective leader, you need to establish what you expect from the team by setting an example. That means avoiding the temptation to delegate everything that comes your way and demonstrating the kind of work ethic you expect from the people you work with.

    Face up to difficult decisions

    A key moment for many progressing into leadership roles is learning that you will garner more respect from your team by facing up to difficult decisions than turning away from them. That’s the case even if the difficult decisions adversely affect the people you’re working with. You may need to have a conversation about lateness or poor performance, or be part of a disciplinary process for an employee. Doing this to the best of your ability is as much a part of being an effective team leader as any other task.

    Tackle the least appealing jobs

    Moving into a team leadership role doesn’t mean taking all the nice and easy work for yourself. If you want to be effective then you need to be as willing to tackle the unpleasant tasks as those that will bring glory and which are easy to compete.

    Remember how much you value fairness

    That is, when you were a member of the team being led by someone else, you – like all of us – expected leadership to act in a fair way. This can be a real challenge for a new team leader, as fairness can sometimes feel like a subjective concept. Avoiding having favourites, listen to everyone and take all your team seriously if they come to you with an issue – that is a good place to start.

    Educate yourself on law and policy

    What parts of company policy are you responsible for implementing? Everything, from mobile phone use to health and safety standards could now come under your remit so make sure you’re aware and educated. The same goes for legal requirements – do you understand the concept of discrimination, for example, and are you well educated in behaviours that might trigger it?

    Have a positive mental attitude

    Being upbeat and positive can be contagious – and that’s exactly the kind of spirit that you want to pass on to the rest of your team.

    Our Masterclass in Management Skills course provides a comprehensive introduction to key management skills and gives you tools to become a better and more effective team leader from Day 1.

In-House Training with PTP

PTP stands for Practical Training for Professionals and our aim is to make our training as practical as possible so delegates can return to the workplace with skills they can implement immediately. PTP now delivers training to over 40% of the FTSE 100.

What you get for your money

What is 1-to-1 training?

1-to-1 training can be based on any of the 100 plus courses that PTP provides, it includes an initial telephone conference of up to 1 hour, a 1/2 day (3.5 hours) on-site one to one training session at your premises with one of PTP's expert trainers and then a further telephone conference call of up to an hour within 2 weeks of the on-site visit.

You have the option of a line manager being involved in both telephone conferences, the second telephone conference which can be for feedback and action planning is generally scheduled during the on-site visit.

Who does 1-to-1 training suit?

Individuals taking on a new challenge or responsibilities. Professionals who want a trusted "sounding board" and thinking partner. Executives or managers who want to enhance their leadership effectiveness to achieve organizational and career success. Executives and professionals wanting to compete successfully but still retain balance in their life. Individuals who want to understand their blind spots so that they don't stand in their own way on their path to success. Executives and Professionals who want to improve their interpersonal skills so as to be more effective with bosses, peers, subordinates, or people in general. How much does 1-to-1 training cost?

A 1-to-1 training session costs from as little as £400 + VAT and will include an initial telephone conference of up to 1 hour, a 1/2 day (3.5 hours) on-site training at your premises and then a further telephone conference call of up to an hour within 2 weeks of the on-site visit.

What is U-Choose?

Choose from any of the 150 plus courses that PTP provides, and choose from 1 of our 50 plus UK wide training venues. You must book for 2 or more delegates and at least 4 weeks in advance, but that’s it, the course you want where you want it. The reason we ask for a minimum of 4 weeks notice is to enable us to market the course you have scheduled to other companies and organisations. However, if we fail to sell any additional places we guarantee to run the course just for you.

How much does U-Choose Training cost?

U-choose costs the same as our normal open courses i.e. the normal delegate rate. This includes lunch and refreshments throughout the day, framed certification and comprehensive training notes. A U-Choose booking can only be confirmed once we receive payment which can be made via credit/debit card, BACS or cheque. Payment is due at least 4 weeks before the date you request. Please note to be eligible for U-Choose you must book a minimum of 2 delegates on the same course & date.