This might sound familiar. You know your stuff⦠you might even say youāre the subject matter expert within your organisation. However, all this expertise and know-how doesnāt seem to bring you the results youāre after. This is because effective collaboration requires a lot more than just that. It requires good communication⦠the foundation for better results and working together successfully. āCommunication spins the worldā says also Richard Branson, owner of Virgin Group.
According to Brian Tracy, a renowned leadership-guru, the ability to communicate determines 85% of oneās success in business and personal life. A research study of the Carnegie Institute of Technology supports this statement. It shows that 85% of someoneās (financial) success is achieved through effective communication, negotiation and leadership. Only 15% of the success is due to know-how and technical skills.
āCommunication facilitates human connections⦠it allows us to learn, grow and moving forwardā, says Branson. āItās not simply a matter of speaking or reading, but of truly understanding what is said ā and in some cases whatās NOT been said. Communication is the most important skill that any leader can have.āĀ As far as weāre concerned this doesnāt just apply to leaders. Good communication is important for anyone who wants to be influential.
Making an impact
Influence is about engaging people and moving them towards your goal, with positive interaction at its core. Influence therefore is intertwined with your behaviour and your way of communicating. And thatās good news! For there are multiple communication styles that you can learn and make your own. Having an influence on others is not a god given quality, itās not something only a special few can have⦠itās not just for superstars.
In order to communicate effectively, and becoming more influential by doing so, you need to have insight and understanding of your own behaviour first. Whatās the impression you make on others? How do they perceive you? And more importantly, what can you do to change any ineffective behaviour? Youāll become more influential when youāre flexible in different situations and conversational partners. The moment you learn how to apply different communication styles to whatever a situation requires, youāll be more influential.
Anyone can learn this
The American legendary businessman Warren Buffet said it many years ago:Ā āWithout good communication skills, youāll never be able to get people around you to march. Not even when those people canāt see over the top of the next hill, and you can.ā
Anyone can learn to take a stand and clearly form an opinion, learn to support it with arguments, engage others and inspire people about what possibilities lie before them. Good communication is a skill that you can learn. So itās up to you how high you set the bar for how influential you want to become.
Influential people know how to āreadā a situation and choose their behaviour intentionally. The Influence ModelĀ® gives you a clear framework to analyse interactions, recognise different influence approaches, and select the style that fits the moment. It helps you communicate in a way that achieves results while maintaining strong relationships.
Our programmes are built around your goals and real challenges. For in-company groups, we design tailored training together with your organisation, ensuring the content fits your context, culture, and development needs. Every element is shaped to make learning relevant and immediately applicable.
Your personal online learning environment - the Hub - supports your development before, during, and after the programme. You complete an intake, track your progress, revisit key concepts, and explore additional learning topics. The Hub helps you stay intentional and committed to your growth.
No long theory blocks - you learn by doing. Through intensive practice and real workplace cases, you apply new behaviour immediately and receive focused feedback from expert trainers.All TIC trainers have extensive real-world experience and complete over 1,000 training hours before leading groups independently.