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Introduce fresh thinking in to your organisation, with short, sharp, and dynamic training sessions exploring personal development, management and leadership development. The length of these sessions range from 1-2 hours and we can run 4 in a day.

Appreciative Inquiry

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Different Perspectives

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Improving Group Efficiency

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LEADERSHIP2: Change and Innovation

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LEADERSHIP2: Problem Solving

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Mind Maps

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Say what?

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THINK: Change

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THINK: Customer

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THINK: Leadership E.I. E.I? OH!

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THINK: Leadership Essentials

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THINK: Leadership vs Management

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THINK: Leadership Challenges

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THINK: People

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THINK: Performance

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THINK: Projects

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THINK: Stress Management

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What’s the Story

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Eliesha offers training in Personal Excellence, Influence, Resilience and Performance that will help your people take the concrete steps to create an excellent service engagement, delivery and support culture. Our Masterclass training can provide valuable understanding and practical actions, supported by reference tools and resources, that you can draw upon personally and on the job. The length of these sessions range is 3 hours each and we can run 3 in a day.

Personal Resilience

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Strategic Thinking

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Succession Planning

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Emotional Intelligence (E.I.)

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Influencing though others

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Effective performance conversations

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Leader as coach

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Critical Thinking

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Appreciative Inquiry In the search for performance improvement and organisational efficiency – much can be learned by focussing on ‘what’s gone right’

In today’s organisations there is often a focus on problem-solving as a key route to organisational improvement. However this focus can lead to an emphasis on what is ‘wrong’ even though the intent is positive. Appreciative Inquiry (AI) reflects a different approach and focuses on what works and gives life and strength to an organisation. AI goes beyond merely re-labelling problems as ‘opportunities’. It is grounded in the reality of individuals’ positive experiences in the organisation and focuses on creating new, energising possibilities for action. By the end of this training event you will be able to:    

Understand the underlying processes and principles of AI Adopt a different mental model for dealing with organisational challenges Describe the four key stages of appreciative inquiry Apply AI techniques in the workplace

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Different Perspectives Before you criticise others, walk a mile in their shoes...

The ability to see things from the point of view of another is a key managerial skill in understanding people, and is important to communication and feedback processes in relationships, negotiation and interviewing, as well as to your own self-awareness. The workshop explores a practical technique called perceptual positioning that allows us to build and experience a multiple perspective of a situation so that we can have greater choice in how we respond and influence others at work. By the end of this training event you will be able to:    

Describe the underlying processes and principles of perceptual positioning Describe the three step technique Identify ways to apply the technique in the workplace Have greater confidence in giving feedback to others

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Improving Group Efficiency There is nothing more sad and wasteful than a roomful of intelligent and highly paid people waiting for a chance to attack something the speaker has said. With the Six Hats method the fullest use is made of everyone’s intelligence, experience and information.’ (Edward de Bono, author of ‘Six Thinking Hats’)

Very often meetings are held to reach a decision/solve a problem. This can be difficult when different people have different agendas, and the meeting can become disruptive and chaotic. Using the Parallel Thinking of the Six Hats, participants work together, creating the opportunity for a fair and consensual decision to be reached where everyone has been involved in making that decision. By the end of this training event you will be able to:     

Describe the value of Parallel Thinking to the organisation Understand the process of the Six Thinking Hats methodology Describe the purpose of each hat in the process Organise and participate in a Six Thinking Hats discussion Feel good about the confidence that comes from such a system

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LEADERSHIP2: Change and Innovation We are living in a world of transitions; one in which it is becoming increasingly clear that the organisational challenges we have cannot be solved by a ‘few people at the top’. We need the innovation, inspiration and creativity of diverse management and leadership groups within organisations with an open-mind, passion and commitment to the changes and business innovation challenges ahead. This course is designed for anyone looking to deepen their understanding of change and innovation in the workplace, and better informs how they as leaders and managers can facilitate change at work well. By the end of this training event you will be able to:  Deepen your understanding of change: moving from a general to a specific focus and approach.  Become aware of the ‘change classification framework’  Be awake to the idea of an ‘innovation stack’ in your organization  Understand the challenge of management innovation

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LEADERSHIP2: Problem Solving We are increasingly looking to recognise and take opportunities to apply problem solving techniques to overcome the ‘we’ve always done it this way mindset’. Lots of creative tools and techniques are out there to learn and to use at work but sometimes they don’t quite work as well as you would like and you don’t know why. A better understanding of the challenge of creative thinking in the workplace is needed. Do you know how to prime your mind thinking more creatively about problems you face? By the end of this training event you will be able to:  Appreciate the challenge of creative thinking at work  Be aware of the phenomenon of ‘social loafing’ in group problem solving  Understand why brainstorming may fail and how to improve results.  Be able to run an ‘inverse’ brainstorming session

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Mind Maps Your direct route to clear thinking...

Mind mapping is a powerful graphic technique which provides a universal key to unlock the potential of the brain. It harnesses the full range of skills - word, image, number, logic, rhythm, colour and spatial awareness - in a single, uniquely powerful manner. T The mind map can be applied to many aspects of working life where improved learning and clearer thinking will enhance people performance. By the end of this training event you will be able to:    

Describe the purpose of drawing a map Describe the value of Mind mapping to the organisation Describe the process of creating a mind map Identify practical ways to use the technique at work

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Say what? The power of the words you use and how you use them

How you communicate through language is a key skill to engage with and build rapport with others. What you say and how you say it affects other people and can influence or persuade them in different ways. Language patterns develop throughout your life. Through the words used, language patterns indicate how people perceive and interpret situations. Explore how we all apply filters to the words we hear. By the end of this training event you will be able to:    

Identify your own communication preferences Identify language filters Identify language patterns in self and others Identify words to ‘take care with’

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THINK: Change “Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better.” (King Whitney Jnr) Does change manage you or do you manage change? A framework to facilitate change

Managers and leaders have to deal effectively with change on a daily basis rather than as a specific project. They also have the responsibility to lead others successfully through change, at all levels in the organisation, a process that can provide the most difficult challenges for any manager/leader. In order to deal effectively with the constant nature of change and its repercussions for individuals, it should help managers consider the process in a structured way. By the end of this training event you will be able to:  

Describe the Change House model of change Use the model as a framework to: o Understand and respond to typical behavioural responses to change o Develop strategies and tactics for helping yourself and others navigate successfully through the change process

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THINK: Customer Delighting the customer to build business resilience. Customer Loyalty – the next step

Like all aspects of our world, customer requirements are changing and their expectations climb ever higher. To build business resilience you need your customers to stick with you. Satisfied customers are floating voters. You need loyal customers that stick with your organisation despite the temptations from your competition. But what is customer loyalty, and how do we get it? By the end of this training event you will be able to:   

Understand the gap between customer satisfaction and customer loyalty Assess your customer base in terms of their loyalty to your organisation Understand the dynamics involved in customer loyalty to drive you towards a loyal customer base

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THINK: Leadership E.I E.I? OH! For some time now there has been a common belief that traditional definitions of intelligence fail to fully explain performance outcomes. As such, Emotional Intelligence (EI) has found a ready audience and made an impact where ever it’s been embraced. The thinking that initially popularised EI has continued to develop throughout this century and this session aims to highlight the current trajectory of EI and establish how the latest thinking can help you and your organisation. This session is great for anyone looking to understand EI and its value to business. In the one hour we will introduce the general Emotional Intelligence concept and highlight the latest thinking on a developing and vital business topic. By the end of this training event you will be able to:   

Explain what EI is and the key themes associated with the topic Understand the latest development avenues Decide how to apply EI within your organisation to forward your business

A highly participative introduction to this topic, ideal for anyone with an interest in the latest management thinking and wishing to apply this in a real world situation.

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THINK: Leadership Essentials “Nothing in business circles brings such a rush of clichés to the head as leadership, one of those humpty-dumpty words that can mean anything we want it to mean... leadership is one of those elusive priorities, an area in which there is no absolute, no guaranteed model. So it turns out not only vital but also fun to talk about what makes a leader” (Sir Peter Parker) This session offers a fun opportunity to pick through the collected wit and wisdom of subject leaders on the vital subject of leadership, enabling you to decide for yourself what leadership means to you and/or your organisation. By the end of this training event you will be able to:   

Appreciate the variety of perspectives on leadership Select and adopt leadership ideas relevant to you Enhance your own leadership style to take your organisation forward

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THINK: Leadership vs Management Are you a manager or a leader or is there a third path?

The Cult of Leadership (Mayo, 2010) has everyone reaching for leadership training for the solutions to all business ills. Good leadership does, of course, have a powerful positive effect on business, but what of Management? Management, for so long on the ropes in the fight against the glamour of leadership is now fighting back. So what’s it to be for your organisation? Does the answer lie in developing the leadership skills? Is it about shoring up management competence? ...or is there another alternative...? By the end of this training event you will be able to:  

Understand the existing perspectives on management and leadership development Decide on the appropriate approach for steering your organisation during challenging economic times

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THINK: Leadership Challenges The Gary Hamel Challenge

Change is accelerating. “The single reality of our age is we live in a world of discontinuity where change is becoming more seditious, faster paced, it’s unexpected and the reality is that most organisations are not as adaptable as they need to be”. Gary Hamel (2009). In his book The Future of Management, Gary Hamel challenges managers to create strategies for tackling the problems that are both “consequential and inspiring, essential and laudable”. He goes on to issue four challenges to leaders... By the end of this training event you will be able to:   

Better understand the challenge of strategic thinking Adopt a new tool to approach the development of strategy Increase your ability to use different problem solving techniques

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THINK: People What do people think of your organisation? A tool to deliver feedback you’ll value

Surveys are all very worthy, but sometimes simplifying things can cut to the chase. Four simple questions that can be asked to your staff (or customer) to provide real insight as to what is valued in your organisation, and what’s not – leading to a compelling course for action. By the end of this training event you will be able to:   

Use a simple questioning technique to gather data about what your target audience thinks adds value to what you do Capture that data to drive you towards adding more value to customers and more engagement for staff Create a compelling visual map that sets out the changes you need to see

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THINK: Performance Are performance issues affecting your organisation? Inspire great performance from your staff

Often management and leadership teams have top down ambition, but only a bottom up organisational approach. Standards ensure that we know where we are starting from; targets help us to aspire to the next level. The key question for differentiation, competitive advantage or faster paced change in performance is “what is possible?” Any manager of people and performance in the workplace will find this session really useful. Learn about a creative thinking and problem solving tool you can use in the workplace to help set targets and drive improvements in performance. By the end of this training event you will be able to:   

Recognise and take opportunities to use breakthrough thinking to overcome the “we’ve always done it this way mindset” Increase your knowledge and understanding of raising the performance bar for all in the workplace Improve your decision making through creative problem solving

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THINK: Projects Develop your skills and knowledge to manage projects effectively

Every project needs to make a positive difference in your company. At the heart of all projects needs to lie the desire of everyone involved, no matter how big or small the project is, to deliver improvement, efficiencies or economies, and ensure that only those projects which will result in effective and sustainable outcomes happen. One way in which managers and leaders can directly contribute to good management of projects is to develop the skills and knowledge to be an effective ‘critical friend’ at key points in the life of a project. By the end of this training event you will be able to:   

Explain your role and responsibilities as a critical friend to your projects Use questions effectively, in the vital start phase of projects Appreciate why projects fail and how you can contribute to making your projects a success

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THINK: Stress Management Taking the stress out of Stress Management

Would you be able to recognise stress in yourself and within your team? Stress Management is about be being able to identify the likely signs of stress and being aware of the causes of stress within your area of responsibility. With some 13 million working days lost each year, looking at ways to prevent stress in the workplace and being able to react quickly to work related stress, will be of benefit for both you and your business. This session aims to inform you of some tools that will aid you to manage stress in the workplace. By the end of this training event you will be able to:    

Have a better understanding of the causes of stress in the workplace Identify signs of stress Create strategies to avoid stress yourself Help others deal with stress in the work environment

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What’s the Story ‘A camera never lies’, and yet change its lens and it sees a new perspective. Similarly in communication, a resonate metaphor helps to give a different view of the subject.

We have a profound need to tell and hear stories. It is how we share experience, understand each other, and create community. The very way our minds think is the essence of story. So to master powerful and effective communication, to engage people and ensure they remember facts, or to break down barriers of isolation within or between groups, telling stories in some form is essential. By the end of this training event you will be able to:    

List some of the uses of a story Understand why stories are so effective Use stories for Framing Adapt and apply stories for your own use

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Personal Resilience

3 hours (1/2 day)

A good deal of the debate on stress has focused on the working environment and its impact on employees. This is an important area for attention, but it is also true that it is possible to place two individuals into the same working environment and to observe that one succumbs to the pressures of stress and one thrives! The difference between the two can be explained through the concept of ‘Mental Toughness’. This explains how individuals develop their personal resilience and an inner drive to succeed. ‘Mental Toughness’ emerges as a key component for individual and organisational performance. Aim of Event: To increase existing understanding of peak performance – handling stresses and challenges particularly well. Create a practical understanding of strengths people already have, and to further build up personal resilience skills and abilities.

Objectives are to:  Understand the nature of challenge and the source of stress and pressure – and the consequence for performance  Techniques to cope with stressors and challenges  How to create and sustain effective plans to optimise performance and manage stressors. Pre Event: completion of the MTQ 48 and to have obtained feedback report plus some initial reading. Mental Toughness is defined as the quality, which in large part, determines how we respond positively to Stress, Pressure and Challenge, irrespective of prevailing circumstances Dr Peter Clough

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Strategic Thinking

3 hours (1/2 day)

Change is accelerating. “The single reality of our age is we live in a world of discontinuity where change is becoming more seditious, faster paced, it’s unexpected and the reality is that most organisations are not as adaptable as they need to be”. Gary Hamel (2009). In his book The Future of Management, Gary Hamel challenges managers to create strategies for tackling the problems that are both “consequential and inspiring, essential and laudable”. He goes on to issue four challenges to leaders... Aim of Event: Learn about approaches to strategy through exploring Gary Hamel’s Leadership Challenge. Objectives are to:  Better understand the challenge of strategic thinking  Adopt a new tool to approach the development of strategy  Increase your ability to use different problem solving techniques Pre Event: some initial reading and complete self assessment questionnaire “For a system to preserve its integrity and survive, its rate of learning must at least match the rate of change in its environment” Ross Ashby (1958)

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Succession planning

3 hours (1/2 day)

Talent management and succession planning during turbulent times cannot be left to the Human Resources Team alone to get right. It will be some time before the UK labour market returns to a buoyant position and the challenge over the short and medium term for every senior leader will be to plan and manage changes in their workforce to get not only the best possible short term outcome for service production and delivery, but also a sustainable workforce to carry the business into the future. Recession into recovery poses new recruitment and talent challenges alongside changes in workforce profiles which also add to a complex management challenge. Aim of Event: To introduce you to a fresh perspective that combines two strands of management learning: human resource management and knowledge management; which we call ‘people knowledge management’ (PKM). Effective PKM can help you identify workforce ‘hotspots’ and staffing areas of highest risk, and plan effectively. Delegates will be introduced to the PKM approach and to how it can be used to improve your ability to ensure that the right plans are in place for different staff groups. Objectives are to:  Raise awareness of critical trends affecting the UK workforce  Understand the scope and uses of the PKM approach  Appreciate the critical success factors that underpin effective talent and workforce plans  Identify the steps within the PKM approach  Awareness of the benefits of and challenges to using the PKM approach  Understand how to plan for future workforce sustainability Pre Event: some initial reading and complete profile templates (for use in class)

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Emotional Intelligence (EI)

3 hours (1/2 day)

For some time now there has been a common belief that traditional definitions of intelligence fail to fully explain performance outcomes. As such, Emotional Intelligence has found a ready audience and made an impact where ever it’s been embraced. The thinking that initially popularised emotional intelligence has continued to develop throughout this century and this class aims to highlight the current trajectory of emotional intelligence and establish how the latest thinking can help you and your organisation. Aim of Event: Introduce the general Emotional Intelligence concept and highlight the latest thinking on a developing and vital business topic Objectives are to:  Explain what EI is and the key themes associated with the topic  Understand why EI is important to us on a personal basis and within business  Be more of the latest development avenues  Decide how to apply EI within your organisation to forward your business  Have an understanding of your own degree of EI and how to further develop it Pre Event: some initial reading and to have completed Bar-On EQI questionnaire “The notion that others can make us feel good or bad is untrue. Consciously, or more frequently unconsciously, we are choosing how we feel at every single moment” Candice Pert

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Influencing through others

3 hours (1/2 day)

Exploring the themes of power, influence and persuasion in the workplace; the class will allow you to learn more about your own influencing style and the importance of achieving ‘win-win’ objectives to achieve the greatest potential outcomes. Aim of Event: To help you better understand and develop influence and persuasion skills. Objectives are to:  Better understand the challenge of positively persuading others and preparing to negotiate with others in the workplace  Identify your own influencing style (IES)  Increase your knowledge and understanding of influencing and negotiating skills  Increase your understanding of influencing behaviours and recognise the behaviour being used by others

Pre Event: some initial reading, and delegates need to have completed the Hays Influencing Strategies Exercise (IES) before attending the class. “The capability a person has to motivate someone to do something without using power or authority” Adizes, 1988

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Effective performance conversations

3 hours (1/2 day)

Good quality performance conversations brings into sharp focus for any manager and any large organisation a challenge. Any performance system seeks to achieve a good balance between ensuring compliance to sound, tried and tested effective management principles and creating the conditions to inspire each individual employee to bring all of their capabilities to work every day. The quality of these conversations is a critical success factor.

Aim of the Event: Using ‘Fierce Conversations’ by Susan Scott as the framework for the event to increase existing understanding of how you use performance conversations to better motivate people at work. Objectives are to:  Review your abilities to plan and hold performance conversations so that you open, conduct and close conversations well  Enhance your feedback skills  Manage the emotional element of performance conversations  Use pivotal situations to set challenging objectives or agree action plans to help individuals move forward.

Pre Event: some initial reading. “One person with passion is better than forty people merely interested” EM Forster

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Leader as coach

3 hours (1/2 day)

As part of being an excellent organisation you build resilience through operating a coaching culture in the workplace. Coaching works best and delivers best results when it is owned from the top of the organisation and its relevance and value is understood and explained throughout. Aim of Event: This class is designed for individuals who have already received coaching skills training or are practising coaches and wish to further enhance their competence and confidence in holding coaching conversations. NB – FOR ANYONE WHO HAS NO BACKGROUND AT ALL IN COACHING, WE WOULD RECOMMEND A LONGER COURSE. Objectives are to:  Review your abilities to perform effectively as a coach  Enhance your listening and questioning skills as a coach  Using reflective learning to develop yourself as an effective coach

Pre Event: some initial reading and self reflection exercise to complete.

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Critical Thinking

3 hours (1/2 day)

One of the most important life skills not taught in school is critical thinking. Critical Thinking is an essential skill in life for everyone to spend time developing. Critical thinking is a daily habit we adopt to train our mind to think objectively and intelligently. It is a disciplined form of thinking that trains the mind and the self to think and act through various situations intelligently, even if we are in the most difficult or challenging situations. Aim of Event: To increase existing understanding of critical thinking and the strengths people already have, and to further build up personal critical thinking skills and abilities. Objectives are to:  Understand the benefits & barriers of successful critical thinking  Provide participants with the insight and skills practice to be more effective critical thinkers  Become more confident and assured when thinking about problems  Better communicate your thoughts and ideas to others at work Pre Event: some initial reading and completion of a self assessment questionnaire. “There is nothing more practical than sound thinking. No matter what your circumstance or goals, no matter where you are, or what problems you face, you are better off if your thinking is skilled. As a manager, leader, employee, citizen, lover, friend, parent — in every realm and situation of your life — good thinking pays off. Poor thinking, in turn, inevitably causes problems, wastes time and energy, engenders frustration and pain” Dr. Linda Elder and Dr. Richard Paul from Becoming a Critical of your thinking

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To enquire about any of the sessions shown in this brochure, please contact Eliesha

Telephone: 0191 282 2800 Email: Business@Eliesha.com

Eliesha Newcastle House Albany Court Newcastle Business Park Newcastle upon Tyne NE4 7YB

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