‘The programme fired me up and I now more enthusiastic and confident about my role.’
Diane Brooks, Administrator, Department of Education, University of Manchester
‘This has made me look more critically at what I do and I will not respond to knee jerk reactions in future.’
Alison Pattison, Postgraduate Conversions Officer, SAGE Faculty Office, Newcastle University
‘This was a useful day-long session, good for the non-marketing specialist wanting to add a few key marketing tools to their kit.’
Helen McAllister, Head of the Language Centre and Assistant Director International Centre, University of the Arts London
Thinking Environment: Master Class
‘The best staff development event I have attended in at least 10 years.’
Stewart Eyres, Associate Head of School, School of Computing, Engineering and Physical Sciences, University of Central Lancashire
‘It challenged my thinking in a very constructive way.’
Steve Chadwick, Director of Strategic Planning and Change, Durham University
‘Thought provoking - some techniques that could help make our meetings more productive.’
Sal Jarvis, Associate Head of School (Student and Staff Experience), University of Hertfordshire
Handling Difficult Conversations
‘Short, sharp, focussed and incredibly useful.’
Norman Wienand, Head of Department, Architecture and Planning, Sheffield Hallam University
‘I thought this was an excellent workshop. Academic leadership often involves the need to manage difficult conversations and this workshop provided a safe environment to learn some key lessons about how to do this more effectively.’
Jan Draper, Head of Nursing, The Open University
‘I found the workshop informative and enjoyable with just about the right mix of theory and practical group work.’
Tony Turjansky, Head of Academic Quality, Academic Quality and Development Unit, Edge Hill University
‘First time I've ever even slightly understood this area!’
Alun Thomas, Deputy Vice-Chancellor, Bath Spa University
‘Ability to challenge financial information and to make decisions based on understanding of management information.’
Julia Roberts, Deputy Director, Strategic Planning and Change Unit, Durham University
‘I will be able to ask pertinent questions about what the University's financial accounts are telling me and have the skills to understand what actions would need to be taken to address any unexpected outturns for future planning.’
Sarah Fulton, Director of Research and Innovation Services, University of Sheffield
‘I will have more confidence when asking questions about financial issues, as I learned that I am closer to understanding the core of it than I had thought!’
Olivia Kew-Fickus, Assistant Registrar (Executive Support), University of Birmingham
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