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DTSTART;TZID=UTC:20260915T080000
DTEND;TZID=UTC:20260916T170000
DTSTAMP:20260517T144612Z
CREATED:20260517T144612Z
LAST-MODIFIED:20260517T144612Z
UID:8546-1789459200-1789578000@ghanahrsolutions.com
SUMMARY:TEAMWORK SKILLS
DESCRIPTION:Programme 02  |  Management & Leadership Development\nTeamwork Skills\nSeptember 2026  —  Open House Programme\n \n\n● When: September 2026 — Registration opens August 2026\n● Duration: 2 Days\n● Class Size: 25 – 30 Participants\n● Fee: GH₵ 1\,600 per participant\n● Venue: Accra — confirmed upon registration\n \n\n    Includes: Course Materials  •  Certificate of Completion  •  Lunch  •  2 Coffee Breaks\n  \n\n\nWho Should Attend\nTeam members\, Supervisors\, Project Teams\, and Department Heads — any group that works collaboratively to achieve shared goals across any sector or industry level. \n \n\nWhy Attend This Programme\nThe shift from individual contribution to collaborative performance is one of the most significant challenges in growing organisations. Teams that don’t function well cost businesses time\, money\, and talent. This programme helps participants understand what drives effective teamwork\, identify and fix dysfunction\, and build the habits of high-performing collaborative teams. \n \n \n\n\nLearning Outcomes\n\nUnderstand the characteristics of high-performing teams and what holds teams back\nIdentify your own working and collaboration style and its impact on the team\nApply frameworks for building trust and psychological safety within a team\nNavigate and resolve team conflict constructively\nCommunicate more effectively across different team roles and personalities\nContribute positively to team goals while managing individual accountability\nLead or participate in team meetings and collaborative processes more productively\n\n\nCourse Topics\n\nWhat Makes a High-Performing Team?\nTeam Roles & How They Interact\nBuilding Trust and Psychological Safety\nCommunication Styles in Teams\nManaging Conflict Within Teams\nCollaboration vs. Competition — Getting the Balance Right\nTeam Accountability & Shared Goals\nRunning Effective Team Meetings\nRemote & Hybrid Team Collaboration\nDiagnosing & Fixing Team Dysfunction\n\n \n\n\n      Reserve Your Place — Registration Opens August 2026\n      Group discounts available for 3 or more participants from the same organisation.\n    \n\n      info@ghanahrsolutions.com  |  0302-797-657\n      www.ghanahrsolutions.com
URL:https://ghanahrsolutions.com/event/teamwork-skills/
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BEGIN:VEVENT
DTSTART;TZID=UTC:20261013T080000
DTEND;TZID=UTC:20261014T170000
DTSTAMP:20260911T153124Z
CREATED:20260910T160453Z
LAST-MODIFIED:20260911T153124Z
UID:8610-1791878400-1791997200@ghanahrsolutions.com
SUMMARY:THE ASCENDANT MANAGER-From Technical Expert to Effective People Leader
DESCRIPTION:THE ASCENDANT MANAGER \nFrom Technical Expert to Effective People Leader \nA Two-Day Intensive Open-House Training for Line Managers and Team Leaders \n\n\n\nDates:  13 – 14 October 2026 \nLocation: Cleaver House\, Accra- Ghana \nInvestment:  GH₵ 3\,800 per participant \nIncludes training\, materials\, refreshments & Certificate of Completion\n\n\n\n1. Programme Overview\nAbout This Programme\nMost Line Managers and Team Leaders are promoted into their roles because they are excellent at what they do\, technically strong\, reliable\, and results-driven. What they rarely receive is structured preparation for the part of the role that is entirely different from the work that earned them the promotion: leading\, developing\, motivating\, and managing people. \nThe Ascendant Line Manager Leadership Programme is a two-day\, open-house training designed to close that gap directly. Developed by Ghana HR Solutions Limited\, with 15 years of experience supporting organisations across Ghana\, this programme equips Line Managers and Team Leaders with the practical leadership skills\, people management frameworks\, and operational knowledge they need to perform at the next level. \nThis is not a theoretical seminar. Every module is built around real workplace scenarios\, applied tools\, and working templates that participants take back to their teams from day one. \nWho This Programme Is For\nThis programme is designed for: \n\nLine Managers and Supervisors who carry direct responsibility for the performance of a team\nTeam Leaders recently promoted or newly appointed to a people management role\nExperienced managers who want to formalise and strengthen their leadership practice\nHR practitioners who want to better understand the challenges facing the line managers they support\n\nParticipants come from a range of sectors\, SMEs\, NGOs\, multinationals\, and public institutions\, and the cross-sector composition of the open-house format is itself part of the learning experience. \nProgramme Philosophy\nThe programme is built around four convictions: \n\nLeadership is a learned discipline\, not an innate quality\, it can be taught\, practised\, and improved.\nLine managers are the most important lever an organisation has for culture\, performance\, and retention\, yet they are typically the least developed layer of leadership.\nTools without practice are decorations. Every framework in this programme is applied live\, not just presented.\nCompliance matters. Understanding Ghana’s Labour Act (Act 651) is not optional for a line manager\, it is a legal and professional responsibility.\n\nProgramme Structure at a Glance\n  \n\n\n\n\nDay 1: Leading Self & Leading People\nDay 2: Managing the Operation & Sustaining Performance\n\n\n\n\n\n8:00 – 8:30\nRegistration\, Welcome & Programme Overview\nDay 2 Opening & Recap of Day 1 Commitments\n\n\n8:30 – 10:30\nModule 1: Self-Leadership & Personal Effectiveness\nModule 6: Operational Planning & Workload Management\n\n\n\n10:30 – 10:45\nMorning Break\nMorning Break\n\n\n\n10:45 – 12:45\nModule 2: Communication & Influence\nModule 7: Performance Management\n\n\n\n12:45 – 1:30\nLunch\nLunch\n\n\n\n1:30 – 3:00\nModule 3: People Management & Team Leadership\nModule 8: Coaching\, Mentoring & Developing Others\n\n\n\n3:00 – 3:15\nAfternoon Break\nAfternoon Break\n\n\n\n3:15 – 4:30\nModule 4: Culture\, Collaboration & Organisational Navigation\nModule 9: Change Management\n\n\n\n4:30 – 5:00\nModule 5: Employment Law & HR Compliance for Line Managers\nModule 10: Wellbeing\, Inclusion & Psychological Safety  |  Programme Close & Certification\n\n\n\n\n2. Detailed Module Synopses\nThe programme is structured across two thematic days. Day 1\, Leading Self and Leading People\, focuses on the individual leader’s operating system and their direct relationships with team members. Day 2\, Managing the Operation and Sustaining Performance\, focuses on the systems\, tools\, and disciplines that make a line manager’s team consistently effective rather than intermittently so. Each module closes with a practical take-away that participants apply from their first day back at work. \nDAY 1: LEADING SELF AND LEADING PEOPLE\nModule 1: Self-Leadership and Personal Effectiveness \n8:30 – 10:30 · 2 hours [Foundation] \nA line manager who cannot lead themselves cannot reliably lead others. This opening module establishes the leadership identity and self-management disciplines that underpin everything that follows. Participants examine how they show up as leaders\, their default style\, their blind spots\, and the habits that either build or erode their authority and effectiveness under pressure. \nThis module covers: \n\nUnderstanding your leadership style and how it lands with different team members\nThe mindset shift from individual contributor to people leader: what changes and what doesn’t\nTime\, energy\, and priority management for managers pulled between delivery and people responsibilities\nEmotional regulation: managing your own state under pressure so it doesn’t damage team confidence\nBuilding personal credibility\, consistency\, and earned authority as a first-time or established line manager\n\nParticipant take-away: A completed Personal Leadership Profile identifying dominant style\, key strengths\, and one immediate development focus. \nModule 2: Communication and Influence \n10:45 – 12:45 · 2 hours [Core Skill] \nMost leadership failures trace back to a communication failure. This module equips participants to communicate with clarity\, brevity\, and impact across the full range of audiences a line manager must navigate\, from direct reports to senior management to peer departments\, and to influence outcomes even where they hold no formal authority over those they need to move. \nThis module covers: \n\nStructuring messages for clarity and impact: what to say\, in what order\, and at what level of detail for each audience\nActive listening and high-quality questioning: what distinguishes a manager who diagnoses correctly from one who assumes\nInfluencing without authority: building buy-in\, managing resistance\, and negotiating internally\nDifficult conversations: preparing for and delivering challenging messages without damaging the relationship\nGiving and receiving feedback that is specific\, timely\, and useful\n\nParticipant take-away: A stakeholder communication map and a prepared structure for the participant’s next difficult conversation. \nModule 3: People Management and Team Leadership \n1:30 – 3:00  ·  1.5 hours  [Core Skill] \nThis module moves from the individual to the team. Participants work through the practical mechanics of building\, directing\, and getting the best out of a group of people with different capabilities\, motivations\, and working styles\, including the dynamics that most line managers find hardest: managing former peers\, handling underperformance early\, and maintaining team morale during difficult periods. \nThis module covers: \n\nDelegation that develops people rather than simply offloading tasks: the right task\, to the right person\, with the right level of support\nSetting clear expectations and accountability structures so team members know exactly what is expected and what the consequences of falling short are\nMotivating a diverse team: understanding what drives different individuals and adjusting your approach accordingly\nManaging former peers with credibility and without loss of relationship\nSpotting early underperformance and addressing it constructively before it becomes a formal process\nBuilding a high-trust team environment: how trust is earned\, tested\, and recovered\n\nParticipant take-away: A delegation and accountability framework mapped to the participant’s own current team. \nModule 4: Culture\, Collaboration and Organisational Navigation \n3:15 – 4:30 · 1.25 hours [Strategic Awareness] \nLine managers do not operate in a vacuum\, they operate inside a culture\, an informal power structure\, and a set of unwritten rules that either help or hinder their effectiveness. This module helps participants read the organisation they are in accurately\, build productive relationships beyond their immediate team\, and manage upward with confidence. \nThis module covers: \n\nUnderstanding and actively shaping team culture: what you tolerate\, model\, and celebrate\nCross-functional collaboration: building relationships across departments and resolving cross-team friction\nReading the informal organisation: influence networks\, decision pathways\, and how things actually get done\nManaging up: communicating with senior leadership in a way that builds credibility and secures the resources your team needs\nHandling organisational politics without being consumed by them\n\nParticipant take-away: A stakeholder and influence map identifying where the participant’s cross-functional relationships are strong\, weak\, and most urgently in need of investment. \nModule 5: Employment Law and HR Compliance for Line Managers \n4:30 – 5:00 · 30 minutes [Compliance] \nA line manager who does not understand the basics of Ghana’s Labour Act (Act 651) is an operational and legal risk to their organisation. This closing session for Day 1 is deliberately compact; it is not a legal seminar but a practical briefing on the areas where line managers most commonly make costly mistakes. The full Performance Management module on Day 2 builds on this foundation. \nThis module covers: \n\nKey provisions of Ghana’s Labour Act\, 2003 (Act 651) every line manager must know\nWhat a line manager can and cannot do in a disciplinary situation\nLeave entitlements\, working hours\, and the basics of contracts of employment\nWhen to escalate to HR\, and what happens if you don’t\nCommon mistakes line managers make that expose their organisations to legal liability\n\nParticipant take-away: A personal compliance checklist and a clear escalation map for situations requiring HR involvement. \nDAY 2: MANAGING THE OPERATION AND SUSTAINING PERFORMANCE\nModule 6: Operational Planning and Workload Management \n8:30 – 10:30 · 2 hours [Operational Discipline] \nMost line managers are expected to manage both delivery and people simultaneously\, with no formal training in either. This module focuses on the operational side of the role\, translating team objectives into weekly plans\, managing capacity honestly\, running workloads that do not rely on individual heroics\, and reporting progress upward in a way that builds rather than erodes confidence. \nThis module covers: \n\nTranslating strategic objectives into team-level plans: breaking goals down to individual tasks and timelines\nCapacity planning: understanding what your team can realistically deliver and managing stakeholder expectations accordingly\nPrioritisation under pressure: how to make and communicate resource trade-off decisions\nRunning effective team meetings that drive action rather than consume time\nReporting upward: structuring progress updates that inform without creating unnecessary noise\nIdentifying and managing bottlenecks\, dependencies\, and risks before they become crises\n\nParticipant take-away: A weekly team operational rhythm template and a reporting-upward framework the participant adapts to their own team’s work. \nModule 7: Performance Management \n10:45 – 12:45 · 2 hours [Core Discipline] \nPerformance management is the discipline that ties everything else together \, and it is the area where most line managers are most exposed. This module is grounded in current good practice and Ghana’s Labour Act (Act 651)\, and covers the full cycle from objective-setting through appraisal to performance improvement\, ensuring participants leave with the process knowledge\, documentation instincts\, and confidence to manage performance fairly\, consistently\, and defensibly. \nThis module covers: \n\nSetting SMART performance objectives that give team members genuine clarity on what success looks like\nConducting fair\, evidence-based appraisals: what to document\, what to discuss\, and how to moderate\nManaging the performance conversation: giving honest developmental feedback without destroying motivation\nPerformance Improvement Plans (PIPs): when to use them\, how to structure them\, and how to manage them in line with Act 651\nDocumenting performance issues correctly: what records to keep\, in what form\, and why it matters\nLinking performance management to development\, reward\, and succession decisions\n\nParticipant take-away: A performance conversation template\, a PIP framework\, and a personal appraisal preparation guide \, all ready for immediate use. \nModule 8: Coaching\, Mentoring and Developing Others \n1:30 – 3:00 · 1.5 hours [People Development] \nThe best line managers build teams that get stronger over time. This module develops practical coaching capability\, distinct from instructing\, directing\, or supervising output\, so that participants grow the people around them rather than creating dependency on themselves. It also distinguishes coaching from mentoring and gives participants a clear framework for knowing which mode to apply when. \nThis module covers: \n\nThe difference between directing\, mentoring\, and coaching\, and when each is the right intervention\nA structured coaching conversation model for development and performance discussions\nAsking questions that provoke thinking rather than providing answers that prevent it\nCreating individual development plans that are realistic\, motivating\, and trackable\nBuilding a mentoring culture within your team\nSuccession awareness: identifying and deliberately developing your next layer of talent\n\nParticipant take-away: A coaching conversation framework practised live in pairs\, and a one-page development planning template for each direct report. \nModule 9: Change Management \n3:15 – 4:30 · 1.25 hours [Strategic Skill] \nLine managers are almost never the architects of organisational change\, but they are almost always responsible for making it land at the team level. This module gives participants a practical model for communicating change to their teams\, managing the emotional and behavioural response to it\, and sustaining momentum once the initial announcement has been made and the novelty has worn off. \nThis module covers: \n\nWhy change initiatives succeed or fail at the team level\, regardless of how well they were designed at the top\nThe emotional journey of a team through change: what to expect\, when to expect it\, and how to respond\nCommunicating change with honesty and confidence: what to say\, what not to say\, and how to answer hard questions\nIdentifying and working constructively with resistance rather than suppressing it\nSustaining momentum and embedding new behaviours after the initial change communication\nManaging your own response to change when you are also expected to lead others through it\n\nParticipant take-away: A change communication plan participants apply to a current or imminent change initiative affecting their own team. \nModule 10: Wellbeing\, Inclusion and Psychological Safety \n4:30 – 5:00  ·  30 minutes  [Leadership Responsibility] \nThe final module addresses the leadership responsibility that is most often left off the line manager’s job description but most consistently affects team performance\, retention\, and reputation: creating an environment in which people feel safe\, valued\, and able to do their best work. This is a practical\, unsentimental session \, the business case for wellbeing and inclusion is not moral; it is operational. \nThis module covers: \n\nWhat psychological safety means in practice and why it is a performance issue\, not a wellbeing luxury\nRecognising and responding to signs of stress\, burnout\, and disengagement in team members\nInclusion as a leadership behaviour: creating conditions where difference is an asset rather than a source of friction\nPractical steps a line manager can take within their own team regardless of wider organisational policy\nWhen and how to escalate a wellbeing concern through the right channels\n\nParticipant take-away: A team wellbeing check-in framework and a personal inclusion commitment the participant records in their 90-day action plan. \n3. What’s Included\nProgramme Investment\n\n\n\nGH₵ 3\,800 per participant \nEarly registration is encouraged as places are limited.\n\n\n\nThe investment of GH₵ 3\,800 per participant covers the full two-day programme\, inclusive of: \n\nTwo full days of facilitator-led\, interactive training (8:00am – 5:00pm\, 13 – 14 October 2026)\nParticipant workbook covering all ten modules with frameworks\, templates\, and exercises\nAll working take-away tools: Personal Leadership Profile\, Communication Map\, Delegation Framework\, Operational Rhythm Template\, Performance Conversation Template\, PIP Framework\, Coaching Guide\, Change Communication Plan\, and Team Wellbeing Check-in\nA completed personal 90-day Leadership Action Plan integrating commitments from all ten modules\nMid-morning and mid-afternoon refreshments\, and lunch on both days\nCertificate of Completion issued by Ghana HR Solutions Limited\n\nVenue: CLEAVER HOUSE\, ACCRA \nFacilitators\n\nMichael Augustus Akagbor\nMichael Kuma Avuglah – CEO\, Ghana HR Solutions\n\nRegistration\nTo reserve a place or enquire about group bookings for two or more participants from the same organisation\, contact Ghana HR Solutions Limited: \n  \n  \n\nREGISTER NOW →
URL:https://ghanahrsolutions.com/event/the-ascendant-manager-from-technical-expert-to-effective-people-leader/
LOCATION:Clever House\, 43 Sekou Toure St\,\, ACCRA\, Ghana
ORGANIZER;CN="Ghana HR Solutions":MAILTO:info@ghanahrsolutions.com
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BEGIN:VEVENT
DTSTART;TZID=UTC:20261111T080000
DTEND;TZID=UTC:20261112T170000
DTSTAMP:20260518T103706Z
CREATED:20260518T103706Z
LAST-MODIFIED:20260518T103706Z
UID:8549-1794384000-1794502800@ghanahrsolutions.com
SUMMARY:DECISION MAKING & PROBLEM SOLVING
DESCRIPTION:Programme 03  |  Management & Leadership Development\nDecision Making & Problem Solving\nNovember 2026  —  Open House Programme\n \n\n● When: November 2026 — Registration opens October 2026\n● Duration: 2 Days\n● Class Size: 25 – 30 Participants\n● Fee: GH₵ 1\,600 per participant\n● Venue: Accra — confirmed upon registration\n \n\n    Includes: Course Materials  •  Certificate of Completion  •  Lunch  •  2 Coffee Breaks\n  \n\n\nWho Should Attend\nManagers\, Supervisors\, Team Leaders\, Senior Officers\, and Project Leads across all sectors — particularly those who face complex\, time-sensitive\, or resource-constrained decisions regularly in their roles. \n \n\nWhy Attend This Programme\nAs businesses grow and operating environments become more complex\, the ability to think clearly\, analyse situations systematically\, and make sound decisions under pressure becomes a critical competitive advantage. This programme equips participants with structured frameworks and practical tools to become more decisive\, effective\, and confident problem solvers. \n \n \n\n\nLearning Outcomes\n\nApply a structured problem-solving framework to complex workplace challenges\nIdentify the root cause of problems rather than treating symptoms\nEvaluate options systematically using decision-making models\nMake confident decisions under pressure and with incomplete information\nAvoid common cognitive biases that undermine sound judgement\nFacilitate effective group decision-making processes\nBuild a culture of solution-oriented thinking in your team\n\n\nCourse Topics\n\nThe Nature of Problems & Decisions in Organisations\nProblem Definition — Separating Symptoms from Root Causes\nRoot Cause Analysis Tools (Fishbone\, 5 Whys)\nStructured Problem-Solving Models\nDecision-Making Models & Frameworks\nCognitive Biases & How to Overcome Them\nMaking Decisions Under Pressure\nGroup Decision Making — Consensus vs. Authority\nRisk Assessment in Decision Making\nBuilding a Problem-Solving Culture\n\n \n\n\n      Reserve Your Place — Registration Opens October 2026\n      Group discounts available for 3 or more participants from the same organisation.\n    \n\n      info@ghanahrsolutions.com  |  0302-797-657\n      www.ghanahrsolutions.com
URL:https://ghanahrsolutions.com/event/decision-making-problem-solving/
LOCATION:TO BE DISCLOSED\, ACCRA\, Ghana
ORGANIZER;CN="Ghana HR Solutions":MAILTO:info@ghanahrsolutions.com
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=UTC:20270113T080000
DTEND;TZID=UTC:20270114T170000
DTSTAMP:20260518T114616Z
CREATED:20260518T114616Z
LAST-MODIFIED:20260518T114616Z
UID:8552-1799827200-1799946000@ghanahrsolutions.com
SUMMARY:MANAGING DIVERSE EMPLOYEES
DESCRIPTION:Programme 04  |  Management & Leadership Development\nManaging Diverse Employees\nJanuary 2027  —  Open House Programme\n \n\n● When: January 2027 — Registration opens December 2026\n● Duration: 2 Days\n● Class Size: 25 – 30 Participants\n● Fee: GH₵ 1\,600 per participant\n● Venue: Accra — confirmed upon registration\n \n\n    Includes: Course Materials  •  Certificate of Completion  •  Lunch  •  2 Coffee Breaks\n  \n\n\nWho Should Attend\nManagers\, HR Professionals\, Team Leads\, and Senior Officers in organisations with multicultural\, multigenerational\, or mixed-background teams — particularly relevant for SMEs with international reach and NGOs operating in diverse environments. \n \n\nWhy Attend This Programme\nGhana’s growing international business environment means that more organisations than ever are managing teams that span cultures\, generations\, backgrounds\, and working styles. When diversity is managed well\, it becomes a source of creativity\, resilience\, and competitive advantage. This programme equips managers with the awareness\, skills\, and practical tools to lead diverse teams with confidence and cultural intelligence. \n \n \n\n\nLearning Outcomes\n\nUnderstand the dimensions of diversity and their impact on team performance\nDevelop cultural intelligence (CQ) for effective cross-cultural management\nIdentify and address unconscious bias in management decisions\nAdapt your communication and leadership style across diverse team members\nBuild an inclusive team culture where all employees can contribute fully\nManage generational differences — Gen Z\, Millennials\, Gen X in one team\nHandle diversity-related conflict and sensitive conversations constructively\n\n\nCourse Topics\n\nWhat is Diversity? — Dimensions & Business Case\nCultural Intelligence (CQ) — What It Is & Why It Matters\nUnconscious Bias — Recognising & Managing Your Own\nCross-Cultural Communication Styles\nAdapting Your Leadership Style for Diverse Teams\nGenerational Diversity in the Workplace\nBuilding an Inclusive Team Culture\nHandling Diversity-Related Conflict\nEquity vs. Equality in People Management\nCreating a Diversity & Inclusion Action Plan\n\n \n\n\n      Reserve Your Place — Registration Opens December 2026\n      Group discounts available for 3 or more participants from the same organisation.\n    \n\n      info@ghanahrsolutions.com  |  0302-797-657\n      www.ghanahrsolutions.com
URL:https://ghanahrsolutions.com/event/managing-diverse-employees/
LOCATION:TO BE DISCLOSED\, ACCRA\, Ghana
ORGANIZER;CN="Ghana HR Solutions":MAILTO:info@ghanahrsolutions.com
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