Description

Faced with growing customer demands and tight deadlines, the store takes a leading place in the logistics chain. Store management is part of a proactive approach and the organization must be rethought: quality of services, just-in-time flow, optimization of surface areas and reliability of inventories. The objective of this “Managing your storage store” training is to give everyone the keys to meeting these challenges.

Who is this training for ?

Training objectives

Optimize the efficiency of store operations and improve stock availability: from receipt to storage to order preparation and shipping

Training program

Identify the store's roles in the company

• The missions of the store in the global supply chain.
• The missions of the storekeeper and the store manager.

Master the main store functions

• Reception, welcoming carriers.
• Storage-arrangement, ABC applied to the store.
• Preparing orders and handling emergencies .
• Shipping management, packaging and traceability of operations.
• Precautions to take to prevent disputes.
• The basics of Lean applied to store.

Become the storage specialist

• Threshold supply, Kanban.
• New store equipment (AGV forklifts...).
• How to save space?
• Optimize the number of storage locations.
• Safety stocks, the economic number of orders.

Quality and continuous improvement at the store

• The store's contribution to quality management.
• The dashboard to control store management.
• The different types of inventories (partial, turning points…).

Regulations to respect, safety

• Safety in stores.
• Control obligations.

Team animation

• Managing a team of warehouse workers: uniting, motivating, involving.

Description

With changing behaviors, the essential integration of the digital ecosystem and new customer challenges (pathway, experience), the product manager sees his missions evolving. From data analysis to the new rules of product management and brand communication (display, social networks, etc.), this training for the job of product manager provides all the keys to success.

Who is this training for ?

Training objectives

Acquire new digital methods and practices to put them at the service of effective product strategies and communication strategies.
Adapt, optimize the marketing mix of its range of products and services.

Training program

Before the face-to-face

• A self-diagnosis.

The marketing function

• The product manager in BtoB and BtoC.

Means its analysis

• Market analysis.
• Decision-making and purchasing behavior; qualitative and quantitative studies.
• The web: organizing curation.

Diagnostic marketing

• Internal analysis; product portfolio; product and market life cycles.
• External and internal analyses; SWOT diagnosis.

Marketing strategy

• Segment your markets and customers; the rules for effective positioning.
• Integrate new digital resources.

Mix-marketing

• The marketing mix in the digital age.
• Setting the sales price; distribution, communication, promotion.

Le marketing digital

• The POEM: Paid, Owned, Earned Media.
• Social networks.

From the marketing plan to the PAC

• Principles of the marketing plan and the commercial action plan.
• Dashboards, profitability indicators of actions.

After face-to-face - Implementation in a work situation

• Un module e-learning :

Description

Innovation, quality of service, productivity, permanent learning, the ability to evolve are all challenges to be met by managers which require the creativity and involvement of each employee on a daily basis. One of the key roles of the manager is to act on the motivation levers of his team and to build strategies and courses of action to strengthen it. This 2-day practical training provides you with the key elements to develop individual and collective motivation in your team.

Who is this training for ?

Training objectives

Deploy a motivation and involvement approach in line with the company's strategy and the needs of employees.
Know and implement proven methods to promote team involvement.
Adapt your management to amplify motivation and deal with cases of demotivation.

Training program

Before the face-to-face

• A self-diagnosis.
• A video: 'Give positive and constructive feedback'.

Identify the sources of motivation

• Clarify the links between motivation and performance.
• Distinguish: stimulation, motivation, involvement, mobilization, satisfaction.
• Identify your own motivations.
• Distinguish your motivations from those of your colleagues.

Act on different levers to motivate your employees

• Identify the needs of your employees.
• Implement managerial actions to satisfy the identified needs.
• Before seeking to motivate, avoid demotivating.
• Manage the motivation/satisfaction dynamic.
• Identify the emotional signs of motivation/demotivation.
• Understand the process that leads to motivation.
• Support the dynamic of self-motivation.

Adapt to the diversity of the team's motivations Diagnose the motivation levels of your employees.

• Spot the warning signs of demotivation.
• Adapt your management to each person's motivations.

Conduct a motivational interview

• Remotivate after a failure or a change.
• Practice recognition management.
• Choose appropriate actions.

After face-to-face, implementation in a work situation

• A reinforcement program.
• To learn more about remote activities A video 'Giving positive and constructive feedback'.
• To implement the good practices and training outcomes: an e-learning module 'Creating and maintaining motivation'.
• A training module 'Giving positive and constructive feedback'.

Description

The practice of leadership is a response to the company's current challenges. But what levers does a manager have to act as a leader in a complex and uncertain environment? Studies and observation show that recognized leaders know how to build and communicate a vision of the future that produces a powerful impact on their teams. Leaders are bearers of 'meaning'. This leadership training for managers allows you to reveal your leadership talents: mobilize company stakeholders around a change project, propose a positive vision of the future, give meaning to the action undertaken and propose attractive projects .

Who is this training for ?

Training objectives

Build your vision in accordance with your values.
Build support by effectively communicating your vision.
Decrease your vision into operational actions.
Take into account the actors and resources involved.

Training program

Develop your leadership qualities

• What are the good practices of leaders?
• What does leadership bring to managerial practice?
• Identify your leadership talents.
• Make your value system consistent with your own leadership style.
• Situational Training: formalize your values ​​in your professional context.

Build a clear and mobilizing vision of the future

• Methods for building your vision.
• Formalizing your vision.
• Scenario Training: clarifying and validating your vision with your manager.

Communicate your vision as a manager and share it as a leader

• The keys to successfully communicating your vision.
• Practice simple dynamic communication techniques.
• Obtain the buy-in and support of your team and its key contacts.
• Develop your personal impact and charisma.
• Scenario Training: improve your oral impact

Transform your vision into successful operational projects

• Transform your vision into a project.
• Be a strategist in implementing your vision.
• Analyze and evaluate the opportunities in the context.
• Manage your project efficiently and successfully.
• Rely on existing resources and optimize implementation with stakeholders.
• Scenario Scenario: present his leadership action plan to the group

Description

Being a manager requires a capacity to constantly adapt to one's environment and to changes in one's teams: profiles, generations, motivations. Learning to integrate coach tools into your managerial practices will bring you efficiency and agility. You will thus be able to broaden your relational register and support your employees in developing their autonomy and their potential. Thanks to this training, you will be prepared to respond to new or unforeseen situations and to approach them in a register different from the purely hierarchical register, that of manager coach.

Who is this training for ?

Training objectives

Integrate the 6 coaching tools into your managerial practices.
Use the coaching approach and organize the support process.
Set change objectives and measure progress.

Training program

Tool 1: Feedback to raise the demand for coaching

• Create awareness of the necessary changes.
• Identify the situation and the desired improvements.

Tool 2: The 'RPBDC grid' to frame and contractualize the approach

• Clarify the employee's situation and establish the framework: define the Real, identify the Problem, identify the Need.
• Secure the coaching relationship: define the Request and the expected result and Contract the relationship.

Tool 4: Listening and reformulation methods for successful support Conduct support interviews.

• Improve your practice of relational fundamentals.

Tool 5: 'The individual professional project'

• Clarify the values ​​and aspirations of the employee.
• Grant the importance and necessary place to emotions.

Tool 6: 'The process of supporting change'

• Practice operational reframing.
• Face resistance and encourage action.

Description

You have succeeded in operational management responsibilities and today you manage a team of managers. In this pivotal role between management and operational managers, you have to relay the company's strategy through your direct colleagues. This change in dimension in management requires the acquisition of new benchmarks, a new positioning to satisfy both the expectations of management and the teams. Because managing managers cannot be improvised, we offer training dedicated to this role.

Who is this training for ?

Training objectives

Understand and assume your new role as manager of managers.
Acquire managerial practices specific to this type of management.
Support the responsibilities and autonomy of your team.
Develop cooperation and collaboration between managers.

Training program

Situation 1: position yourself in your role as manager of managers Situate your role among the different levels of management.

• Have your role and scope of responsibilities clarified.
• Acquire legitimacy in your new role.
• Translate the strategy into operational objectives.

Situation 2: unite your team of managers Mobilize around a shared vision.

• Clarify with your team the operating methods: the rules of the game, the level of autonomy, delegations.
• Harmonize the managerial practices of your colleagues.
• Build cooperation by developing relationships of trust.

Situation 3: develop the managerial skills of your relay managers Develop autonomy and managerial skills. Support your managers through coaching.

• Adapt your management style to each manager.

Description

Organizations evolve in contexts of permanent change. Managerial agility becomes a key skill, guaranteeing the ability to act together to remain efficient. Becoming an agile manager cannot be improvised. The integration of collaborative digital tools promotes cooperation, responsiveness and autonomy of teams. Teaching your team to work in agility is a vector of growth and development of potential. This training helps you enable your employees to develop agile behaviors in line with the needs of your organization.

Who is this training for ?

Training objectives

Define your managerial agility model.
Develop agility skills for yourself and your team.
Integrate digital tools into the organization of your team management.
Support your team in agile operation.

Training program

Define your managerial agility model

• Define your target vision of the agile organization.
• Identify the principles of the agile organization.
• Understand and manage in complexity.

Develop agility skills for yourself and your team

• Define the roles and postures of the agile manager.
• Identify the strategic skills to promote the agility of the team.
• Be an educational and strong manager 'example to promote agility.'}

Organize your team using agile mode.

• Use the 4 levers of collaborative work: trust, cohesion, conviviality, creativity.
• Define the roles and responsibilities of agile team members.
• Use the tools management tools for agile operation.

Value flexibility and cooperation

• Supporting 'agile' teams: supporting teams through change;
• Supporting 'agile' teams: identifying 'agile' leaders in the team;
• Act as a mentor to your teams: support based on profiles and promote progress;

Description

Feedback is one of the key acts of management. Properly mastered, it constitutes one of the keys to motivating the team. This very operational training day focused on 'giving constructive feedback to colleagues' offers an action-oriented pedagogy. Mastery of managerial techniques combined with relational skills will allow you to succeed in your feedback in situations.

Who is this training for ?

Training objectives

Identify the nature and objective of feedback: reframe non-compliance with rules, react to poor performance, congratulate a colleague.
Give constructive feedback. Manage reactions to feedback.

Training program

Clarify the nature and purpose of the feedback

• The objectives of feedback: continue, stop, change.
• Action: Choose the type of feedback to give according to the objective.

Know how to deal with signs of recognition

• Discover the different ways to give.
• Action: Practice giving appropriate signs of recognition.

Give different types of feedback

• Process errors with DESC or reframe errors with DEPAR.
• Action: Prepare your feedback and practice processing errors and reframing errors.

Managing emotional reactions to feedback

• Adapt your response to reactions.
• Action: Practice obtaining acceptance of the feedback from the employee

Description

Even if everyone today agrees that management is a profession in its own right, economic reality means that few managers are completely dedicated to their role. How to reconcile Management and Business Expertise on a daily basis? This training answers this question by providing tools and methods that can be immediately transposed to the field.

Who is this training for ?

Training objectives

Assume your identity as a manager.
Focus on your high value-added expertise missions. Organize yourself to fulfill your role as manager.
Improve the effectiveness of your management.

Training program

Assume your role as manager

• Diagnose the components of your roles as manager and expert.
• Clarify your professional identity: from expert to manager.
• Find a satisfactory balance between your two roles of manager and expert.
• Immersion scenario: your situation, your problems, your difficulties

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities A video 'The watch and the compass '.
• To discover a subject related to your training: an e-learning module 'Time management: knowing how to say no to unwelcome requests'
• To share feedback. experience at the end of your training: a virtual class.
• Evaluation of the transfer of acquired knowledge to validate implementation in a work situation

Description

In times of high instability, managers must manage multiple contradictions and make decisions under pressure. They need to be convincing to involve their teams in high-stakes projects. They must rely on their legitimacy and develop their influence. More than ever, they need to show courage to face these various situations and the pressure that accompanies them. This operational training allows managers to adopt the attitudes and behaviors to surpass themselves and experience these situations with Legitimacy, Exemplarity, and Responsibility. This courageous positioning allows them to take into account the interests of the organization and employees, while preserving shared values.

Who is this training for ?

Training objectives

Make and enforce high-stakes decisions, in the face of uncertainty or risk.
Improve your leadership and influence in difficult situations.

Training program

Assume the full dimension of your role to manage

• Take the full measure of your role with confidence.
• Develop the key values: legitimacy; exemplarity; credibility.
• Develop your ability to assert yourself.
• Act through your influence.
• Rely on vectors of cooperation and coordination.

3Transmit to your colleagues attitudes that embody courage Be exemplary, take responsibility for your decisions.

• Support your team in difficult situations.
• Revisit your managerial habits to develop your leadership.

Act with relevance in your environment

• Learn to exercise your managerial courage in a situation.
• Support the implementation of difficult decisions with the team.
• Increase the impact of your communication .
• Gain legitimacy: reassure, assure, assume.

Affirmer son leadership

• Establish managerial courage as a lasting operating value.
• Implement new managerial practices.
• Adopt a coherent, honest and authentic posture to improve performance collective.

Description

The successful operational and human integration of new generations constitutes one of the major challenges for the sustainable performance of the company. Added to this is the new situation: 4 generations together in professional activity! This training provides managers with concrete means to meet this challenge: taking into account intergenerational issues; daily action levers... ...to obtain the expected results!

Who is this training for ?

Training objectives

Analyze the benchmarks of new generations.
Compare them to the expectations of previous generations.
Define what builds a generation.
Reconcile the aspirations of employees and corporate objectives.
Manage the different generations taking into account their specificities.
Make the intergenerational dimension a success factor and strategic added value.

Training program

Break with clichés about generations to work better together

• Issues and nature of intergenerational differences: sociological perspective.
• Managerial impacts.
• Become aware of differences and integrate them as a factor of success.
• Getting out of a stereotypical vision: benchmarks and motivating factors for each generation.

Understand the values ​​and expectations of different generations at work

• Place them in their relationship to work and to the company.
• What remains stable and what changes in: the communication style; the relationship with the company; the relationship to authority.
• Decline appropriate managerial practices.

Successful collaboration between generations Integrate the intergenerational situation.

• Describe the individual and collective rules of the game.
• Clarify the non-negotiable elements for the proper functioning of the team.
• Build team cohesion intergenerational.

Managing intergenerational teams on a daily basis

• Act on the motivation levers adapted to each generation.
• Highlight the strengths and abilities of different generations.
• Deal with possible dysfunctions.

Description

Conflict management is a main concern for managers. More than confrontation or avoidance, lasting conflict resolution is a key issue for maintaining team dynamics. based on an individual diagnosis, this in-depth training on the conflict approach will allow you to: identify what is conflicting for you; to understand the dynamics of the conflict; to train yourself in different conflict situations to resolve them and secure the post-conflict.

Who is this training for ?

Training objectives

Know yourself better to effectively deal with conflicts.
Anticipate possible conflict situations.
Anticipate possible conflict situations.
Anticipate possible conflict situations.
Address post-conflict situations and secure your relational style.

Training program

Identify difficult conflict situations

• Identify risky conflict contexts and triggers.
• Recognize your own defense mechanisms in conflict.
• Scenario
• In practice: assess your degree of conflict resistance.

Decipher and analyze a professional conflict situation

• Take another look at the situation thanks to the systemic approach.
• Take a step back by knowing the impact of
• Mise in situation
• In practice: analyze the conflict situation using the grid of effective micro-action techniques.

Take another look at the conflict

• Develop a positive attitude in the face of conflict situations.
• Think “search for solutions” above all.
• Assert yourself in and despite conflict.
• Scenario
• In practice: practice listing solutions in a conflict situation.

Negotiate effectively and get out of conflict

• Treat the conflict at the right time to consider an attitude of cooperation.
• Decode the signals in verbal and non-verbal communication.
• Remove the implicit language and identify the role of limiting beliefs.
• Develop your self-esteem.
• Scenario
• In practice: practice negotiating during and to get out of conflict.

Description

'I'm overwhelmed', 'My colleagues don't take initiatives... How can we avoid these situations and make delegation a major management act through which the manager adopts practices of trust and empowerment of his colleagues? Successful delegation also makes it possible to promote the development of employees' skills and support them towards greater autonomy. This is the objective of this delegation training.

Who is this training for ?

Training objectives

Implement rigorous and effective delegation techniques.
Create favorable conditions for employee empowerment.
Delegate to develop employee skills.
Make the delegation interview a strong management moment.
Ensure a level of monitoring adapted to the employee.

Training program

Take advantage of the benefits of delegation

• Define the framework for delegation.
• Take into account the challenges of the different stakeholders: organization, delegator, delegatee.
• Take advantage of the advantages, limit the disadvantages and remove the obstacles linked to delegation

Implement a rigorous delegation approach

• Respect the 4 key stages of delegation.
• Clarify your motivations for delegating.
• Distinguish between what is delegable and what is not.
• Define the scope of the delegation.
• Evaluate the issues of the delegated mission.
• Choose the delegatee
• Develop autonomy and. skill.

Structuring your delegation interviews

• Translate the mission into an objective.
• Specify the terms of implementation of the delegation.
• àClarify the rules of the delegation game.

Succeed in your delegation interviews

• Meet the conditions to succeed in an interview.
• Present and explain a delegation.
• Value the employee.
• Adapt your behavior to the mission and to the delegate.
• Practice how to conduct a delegation interview.
• Handle delicate situations during the delegation interview

Monitor and evaluate the delegation

• Conduct follow-up interviews with the delegation.
• Manage situations of failure and success during and at the end of the delegation.
• Evaluate the success of the delegation

Description

Management techniques and tools are numerous and yet they are not enough to quickly get in touch with employees with very different personalities. This Process Com ® training created for the specific needs of the manager provides a proven operational reading grid, to better understand oneself and better understand others.

Who is this training for ?

Training objectives

Better understand your employees thanks to Process Com ® .
Adapt your behavior to improve your communication with your employees.
React appropriately to the under-stress behavior of your employees and respond appropriately.
Anticipate and prevent situations conflicts in the team.
Reinforce the motivation of your colleagues.

Training program

Know yourself better as a manager thanks to Process Com ®

• Identify and understand your own psychological profile and preferred management styles.
• Manage your own stress in delicate managerial situations.
• Develop your flexibility as a manager.
• Scenario Self-diagnosis: discover my communication profile

Practice individualized management to adapt to each employee

• Identify the management style adapted to the personality of each employee.
• Manage management situations in an individualized manner: delegation, reframing, handling of errors...
• Scenario Scenario: practical training.

Strengthen the involvement of your employees

• Use appropriate communication channels.
• employees according to their psychological needs.
• Take into account each person's preferred working environments.

Anticipate and deal with conflict situations

• Understand the relational difficulties encountered with certain colleagues.
• Anticipate ineffective behavior in stressful situations.
• Reestablish effective communication with colleagues.
• To find out more about remote activities A video 'What's the problem?',

Description

What makes this training original and successful is that it links cross-functional management and personal leadership. Indeed, one of the major challenges of the cross-functional manager consists of involving and securing the support of the actors concerned by his missions without hierarchical authority. This result requires the creation of a relationship of trust which is based on the flexibility of the cross-functional manager's behavior. He then has a powerful lever that complements the usual levers of cross-functional management: his leadership which is based on better knowledge of himself in the situation.

Who is this training for ?

Training objectives

Develop your personal impact as a cross-functional manager.
Adapt your behaviors as a cross-functional manager for greater efficiency.
Create a relationship of trust with those involved in cross-functional missions.

Training program

Integrate the specificities of cross-functional manager leadership

• Act to obtain the support and involvement of different stakeholders without hierarchical links.
• Base your personal leadership on self-confidence and trusting relationships with stakeholders.
• Use the 4 levers of cross-functional manager leadership.

Develop your personal leadership as a cross-functional manager

• Become aware of your behavioral preferences to adapt to those of your interlocutors thanks to different approaches: self-diagnosis; feedback from other participants.
• Experiments.
• Train with other participants: to develop cooperation after having diagnosed the improvements to be made; to understand and better regulate your behavior as part of your cross-functional mission.

Develop a relationship of trust with your various interlocutors

• Establish and maintain positive contact with your interlocutors: 'inclusion'.
• Adapt your level of influence to situations and interlocutors: 'control'.
• Identify and adapt to the reference framework of the different entities: 'relational climate preferences'.

Manage delicate relational situations with the stakeholders concerned

• Identify your personal blockages when dealing with an interlocutor: 'rigidities'.
• Overcome your personal blockages in a relationship situation: 'listening levels'.
• Managing the emotions aroused by a conflictual relationship: 'levels of openness'.
• Give positive feedback to reestablish a relationship of trust and advance the mission.
• Equip yourself with tools to resolve conflicts sustainably

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities A video 'My style of leader' . Two training modules: 'Develop your assertiveness - Level 1'; 'Develop your assertiveness - Level 2'.

Description

For 50 years, women have massively accessed higher education and been educated to pursue responsible professional careers. However, we observe that women's careers are slower and that few of them access management positions. Despite gender equality laws, differences remain: pay gaps, lack of recognition and promotion. This training proposes acting on internal and external obstacles. The added value of this training is based on a pragmatic and proven approach to female leadership.

Who is this training for ?

Training objectives

Identify the success factors of leaders.
Become aware of your strengths and your obstacles.
Establish your legitimacy to position yourself as a female leader.
Develop your charisma.
Rely on female networks to increase your influence.

Training program

Before the face-to-face

• A video: 'My leadership style and a self-diagnosis.'}

Establish your legitimacy

• Distinguish between passive, aggressive and assertive behaviors.
• Identify situations and obstacles that challenge assertiveness and your own assertive style.
• Become aware of your values and their impact on priorities.
• Affirm your presence through self-confidence.
• Remain yourself in your role as leader.

Assert yourself as a leader Define your personal SWOT matrix: strengths, weaknesses, opportunities, threats. Clarify your career ambitions. Define your success factors: dare to be a woman in all its components; allow oneself to enter

• Fear of lack of legitimacy: imposter syndrome, victim syndrome.
• The professional context: the glass ceiling.
• L

Communicate to be influential

• Identify your authentic expression in the verbal and non-verbal.
• Develop your internal and external network: networking, club, mentoring...
• Promote your successes : personal marketing.

After face-to-face, implementation in a work situation

• A strengthening program.
• To learn more about remote activities A video 'My leadership style'.
• A training module 'Develop his assertiveness - Level '.

Description

Alongside traditional hierarchical structures, new non-hierarchical management methods are developing such as: project management, network management, process management. Cross-functional management has its own characteristics, whether it involves the management of central or support functions on several sites or subsidiaries (marketing, HR, quality, etc.). How to ensure coordination and develop cooperation without hierarchical links? This 3-day training provides you with the methods and tools to resolve these issues and succeed in the challenge of cross-functional management.

Who is this training for ?

Training objectives

Establish your legitimacy as a cross-functional manager.
Implement the conditions for effective cross-functional management.
Mobilize all stakeholders concerned by the cross-functional mission.
Increase your power of persuasion to manage and involve without hierarchical links.
Develop sustainable cooperation in a functional management situation.

Training program

Position yourself in your role as a cross-functional manager and find your legitimacy

• Locate your role as a cross-functional manager in the organization.
• Develop the posture and specific skills of cross-functional management.
• Clarify the responsibilities of your mission with your hierarchy.
• Take into account the challenges of its mission to define its intervention strategy.
• Highlight the results of its transversal mission
• Scenario. Training situation

Develop your influence to mobilize without hierarchical authority

• Anticipate the behavior of the different partners involved in the transversal mission.
• Define and implement a strategy adapted to the positioning of the different categories of actors.
• Act on the levers of influence without statutory authority.
• Mobilize energies around common objectives.
• Adapt your influence strategy to the frame of reference of your interlocutors.
• Scenario Practice sharing workshop: the actors' analysis grid.

Ensure the coordination of a functional activity

• Use the mode of coordination best suited to each situation.
• Vary the tools to obtain the desired coordination.
• Practice mutual adjustment to achieve coordination more effective.
• Use the confrontation of expertise and the transfer of experience.
• Giving meaning to coordination to get stakeholders to buy in. situation Training: communicating for successful coordination

Develop cooperative behaviors

• Create the conditions for cooperation: being able, willing and able to cooperate.
• Bringing together your interlocutors around the transversal mission.
• Developing relationships of trust with the hierarchical line.
• Maintain the lasting commitment of stakeholders.
• Deal with resistance and manage difficult situations.
• Scenario Discussions and feedback. : my cooperation project

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities A video 'Transversal management is' is easy'. A training module 'Giving positive and constructive feedback'.

Description

This training offers a new approach to management which acts on the levers of the manager's personal and interpersonal effectiveness. Indeed, it improves the manager's ability to develop his individual performance by taking responsibility for his choices and focusing on the essential. It also provides the means to establish relationships of mutual trust and increase everyone's involvement to work more effectively as a team.

Who is this training for ?

Training objectives

Assume personal responsibility as a manager.
Clarify your mission and manage your priorities as a manager.
Develop a climate of trust within your team.
Lead your team to work in synergy.
Develop your maturity as a manager and that members of his team.

Training program

Habit 1 - Be proactive: mobilize all your managerial resources

• Use all your resources to overcome obstacles.

Habit 2 - Know from the start where you want to go: clarify your mission and priority objectives

• Focus on your added value as a manager.

Habit 3 - Prioritize priorities: increase the productivity of your management

• Putting what is most important before what is urgent.

Habit 4 - Think win-win: encourage employee engagement

• Think of the managerial relationship in terms of mutual benefits.
• Conclude win-win agreements with your colleagues.

Habit 5 - Seek first to understand, then to be understood: develop a climate of trust

• Give constructive feedback to your colleagues.

Habit 6 - Practice synergy: find innovative solutions as a team

• Find innovative solutions by comparing proposals.

Habit 7 - Sharpen your skills: reveal all the potential of your colleagues

• Take into account the multiple resources of your employees.

Implementation in a work situation

• A strengthening program

Description

The 'traditional' manager has been accustomed to controlling and motivating his team with all the flexibility provided by the presence of his colleagues at his side. The evolution of organizations leads to new management practices when the team is spread geographically, works with new technologies or in cross-functional projects. Managing remotely requires new methods of organization and communication. The challenge is to unite, promote cohesion and enable exchanges. This remote management training provides you with the tools to succeed.

Who is this training for ?

Training objectives

Identify current practices and action levers for managing a team remotely.
Implement operating rules and specific tools to better manage your team remotely.
Practice to communicate better remotely with your contacts.

Training program

Master the multiple dimensions of remote management

• Identify the specificities of remote management in terms of organization and communication.
• Clarify the purposes of remote management and define the tools.
• Identify the advantages and risks of this managerial method.
• Scenario Application exercise: Define your remote management method

Succeed in your remote managerial communication

• Identify employees' expectations.
• Clarify missions and operating rules.
• Practice different communication situations.
• Act on the right coordination levers.
• Identify the obstacles and impacts of 'remote' communication.
• Scenario Application exercise: Simulation scenarios 'remote' management interview

Organize remote cooperation

• Coordinate the team's activity 'remotely': key role of the manager.
• Facilitate information within the team to maintain a link.
• Develop the autonomy and relational maturity of employees.
• Install cooperation and provide specific rules of the game 'remotely'.
• Scenario Application exercise: Implementation in the situation of a 'remote' team meeting

Mobilize a remotely managed team

• Identify the levers of motivation and promote good practices.
• Set up remote sharing, monitoring and evaluation.
• Manage the different remote interviews.
• Guide and coordinate performance remotely: common guidelines, reporting.
• Support and provide feedback remotely
• Implementation. situation Application exercise: Training to communicate better 'at a distance'.
• To find out more about remote activities To apply good practices and training acquired: a virtual class.
• Evaluation of the transfer of acquired knowledge to validate implementation in a work situation

Description

This program helps you develop the four key skills of front-line management: guiding team actions, team leadership, effective communication, and adopting a coaching mindset. The skills are immediately applicable to your daily work. Group sessions promote peer learning to accelerate your development.

Who is this training for ?

Training objectives

• Acquire essential managerial techniques
  
• Effectively resolve complex situation
  
• Enhance interpersonal skills
  
• Foster a positive team dynamic
  
• Adopt the mindset and tools of a coaching manager
  

Training program

Establish Your Role and Adapt Your Management Style

• Clarify your role and responsibilities as a front-line manager.
• Identify your dominant management styles and develop them.
• Adapt your behavior according to team needs and situations.
• Encourage autonomy and accountability.

Drive Team Action and Mobilize Talents

• Define a clear framework with shared rules.
• Set motivating goals and monitor progress.
• Identify talents and activate motivation levers.
• Practice empowering delegation.
• Strengthen team cohesion and dynamics.

Communicate with Impact

• Diagnose and adapt your communication styles (facts, opinions, emotions).
• Use daily conversations to motivate and engage.
• Choose the right channels for each message.
• Prepare and lead effective meetings.

Become a Coaching Manager

• Understand the specifics and success factors of coaching.
• Adopt best practices of a coaching manager.
• Use questioning techniques and active listening.
• Provide positive and constructive feedback.
• Apply learning through practical activities and online modules.

Description

This short course provides the essential management fundamentals to guide individual and collective actions towards performance. It is based on the managerial intelligence model, enabling managers to tailor their approach according to personalities and situations.
 

Who is this training for ?

Training objectives

• Enhance your key role as a manager
  
• Understand and leverage your management style
  
• Drive team members’ actions toward goals
  
• Confidently handle managerial challenges
  
• Strengthen interpersonal skills and emotional intelligence
  

Training program

Strengthen managerial intelligence 'The model'

• Introduction to the Skills Campus managerial intelligence model.

Master managerial techniques

• Embrace effective and appropriate behaviors.
• Efficiently direct individual and team actions.
• Motivate and channel team energy.

Strengthen situational skills

• Understand the environment as a system.
• Act on intervention levers.
   

Improve relational skills

• Establish effective communication with your team.
• Lead meetings.
• Handle delicate situations, and manage relationships with your manager.

Develop your emotional skills

• Learn to manage emotions and stress.

Description

This training is aimed at cross-functional managers who wish to exercise their influence without hierarchical authority to develop everyone's commitment. Distance training modules make it possible to anchor good practices over time. Short, dynamic and operational, the training alternates between theoretical contributions and practical situations designed from real cases of cross-functional management.

Who is this training for ?

Training objectives

Position yourself in your transversal management role and define your intervention strategy.
Develop your influence without hierarchical authority.
Ensure transversal coordination.
Develop cooperative behaviors with stakeholders and their hierarchy.

Training program

The leader

• Understand the frames of reference of your interlocutors.
• Exert your influence on interlocutors with different frames of reference.
• Act and influence without statutory authority.

The manager

• Identify the different coordination mechanisms in the organization.
• The coordination mechanisms of the cross-functional manager.
• Use the appropriate coordination tools.

The communicator

• Promote transversal cooperation.
• Contractualize the relationship and maintain commitments with non-hierarchical interlocutors.
• Manage resistance from stakeholders.

Certification Assessment of skills to be certified via an online questionnaire incorporating role-playing scenarios (40 minutes). 3 e-learning modules of 30' Ensure cross-functional coordination

• Understand the coordination mechanisms.
• Know how to use the different coordination mechanisms.
• Manage the impact of the coordination mechanisms on the actors.
• The communication of the cross-functional manager Establish a relationship system that promotes cooperation.
• Understand the different frames of reference of your interlocutors.
• Adapt your communication to different frames of reference.
• Manage resistance linked to differences in frames of reference.
• The leadership of the cross-functional manager Act on the levers of influence as a cross-functional manager.
• Exercising leadership thanks to persuasive effects.
• Dealing with resistance from stakeholders.

Description

The manager's professionalism is observed through everyday actions: welcoming a colleague, taking stock of the team's results, intervening to resolve a dispute, preparing for a department meeting, etc. This know-how is based on a set of pragmatic methods and techniques. Dynamic and immediately operational, this management training is aimed at all those who feel the need to enrich their managerial practices with concrete tools.

Who is this training for ?

Training objectives

Develop effective managerial communication.
Practice empowering delegations.
Conduct meetings and interviews effectively.
Develop the involvement of your employees.

Training program

Assume your role as manager

• Transition from expert to manager.
• Clarify your managerial role.
• Identify what establishes the manager's authority.
• Implementation in Application situation: check-up of your added value as a manager

Guide the action of your team

• Improve the collective performance of the team.
• Define effective rules of the game to be respected within the team.
• Formalize the objectives and ensure their monitoring .
• The criteria to be respected in defining objectives.
• Scenario Experimenting with teamwork

Act effectively on individual motivations

• Create the conditions for motivating your employees.
• Recognize your employees positively.
• Adapt your management to each employee to develop autonomy.

Take full advantage of delegation

• Clarifying the optimal context for a delegation.
• Respecting the 4 highlights of a successful delegation.
• Conducting a delegation interview.
• Scenario Analysis and lessons from video sequences

Conduct individual management interviews

• Transmit an instruction.
• Formulate a request.
• Know how to 'say no' to a request.
• Scenario Training: lead management interviews

Succeed in your management meetings

• Lead different types of meetings: from information to participation.
• Adapt your role to different types of meetings: production, facilitation, regulation.
• Lead the different phases: preparation, launch, conclusion.
• Scenario Training: preparation and simulation of meeting

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities A video: '2 hours late !'. Three e-learning modules: 'Create and maintain motivation'; 'The emotional skills of the manager'; 'Promote the development of your employees with GROW'.

Description

In a context which demands more responsiveness, flexibility and commitment from employees every day, managing teams cannot be improvised and requires more than ever real professionalism to fully exercise its multifaceted profession: leader, manager coach, and change leader. This training cycle is intended for experienced managers. Beyond management skills, it allows them to develop their leadership qualities and their ability to support change. The skills acquired during this cycle are directly transferable to the field and allow everyone to exercise their different roles in the best conditions. Participants from the same class meet during each classroom training module and can thus share the practices and experience acquired between sessions to promote their development of skills.

Who is this training for ?

Training objectives

Affirm your leadership.
Build your vision and make people adhere to it by communicating it effectively.
Adopt a manager-coach posture and tools in your management actions.
Develop your relational and communication talents.
Support changes.

Training program

Develop your leadership qualities

• Become aware of your image to enhance it.
• Assert your style and personality.
• Detect and exploit your potential as a leader.

Build a clear and mobilizing vision of the future

• The ingredients of a shared vision.
• Methods for building and formalizing your vision.
• Transforming your vision into operational projects.

Communicate your vision and share it

• The keys to communicating your vision.
• Practice dynamic listening.
• Obtain the support of your team and key contacts.

Evolve in your role as manager: adopt a manager-coach posture

• Identify your resources to succeed as a manager coach.
• Adapt to the level of autonomy of your employees.
• Identify the coaching techniques to use .
• Develop your personal development plan with the employee

Increase your relational capital

• Decode your relational style.
• Identify the image perceived by your interlocutors.
• Use public speaking techniques to progress in your communication.

Influence to advance

• Be clear about your team project and take responsibility for it.
• Prove your capacity for managerial commitment.
• Find your legitimacy through your behaviors and actions consistent

Remote activities

• To apply good practices and training acquired: an e-learning module 'Guiding individual and collective action'; an e-learning module 'The manager coach'.

Lead change in your organization

• Implement the change processes expected by the organization.
• The conditions for successful coaching of your employees.
• Identify your personal resources and obstacles to adopt a manager-coach posture.

Accelerate change processes

• Situate your employees' performance and adapt your management.
• Evaluate the degree of autonomy and maturity of your employees.
• Identify coaching and of management to use.
• Stimulate demand through feedback

Strengthen your power of conviction

• Prepare your intervention and argumentation plan.
• Structure your message to make it impactful.
• Practice oral expression techniques.

Take into account the culture of the organization

• Diagnose the dosage of the 3 cultural logics.
• Identify relational climate preferences.
• Support changes by taking into account the stakeholder issues.

Accelerate change processes

• Inscribe the objectives in a vision.
• Seize alliance opportunities with your internal network.
• Manage different behaviors in the face of change.

Support the dynamic of integrating change

• Be an example of change yourself.
• Promote successes in change.
• Foster the sharing of practices.
• Put provide feedback on the process

Remote activities

• To discover a subject related to your training: an e-learning module 'Adapt your message successfully'.
• To illustrate a contribution of knowledge: a
• expert 'Socio-organizational analysis of companies and change management'.
• To launch good practices over time: a virtual class. Assessment of acquired knowledge

Description

Due to the instability and uncertainty that characterize a period of repeated crises, managers are often confronted with attitudes from their employees such as worry, fragility, aggressiveness and restraint. This training aims to provide managers with the skills necessary to deal with these behaviors. Indeed, managing these behaviors requires adequate preparation and an appropriate managerial posture.

Who is this training for ?

Training objectives

• Dealing with problematic employee behavior
  
• Identify the nature of the difficulty linked to the collaborator or the context
  
• Manage your own reactions to better approach the relationship
  
• Adapt your management and communication methods
  

Training program

Before the face-to-face

• A self-diagnosis to situate your practices.
• A video to illustrate the problem.

Managing so-called “difficult” personalities

• Avoid categorizations and stigmatization.
• Diagnose the origins of the difficulty: identify the different levels of reading the difficulty, which relates to the person or their context, address the dimension relational difficulty.
• Clarify your role as manager in these situations.

Managing your personal difficulty in interacting with the so-called “difficult” personality

• Identify what is happening to you when faced with a colleague perceived as difficult: self-coaching.
• Control your emotions when faced with your interlocutor.
• Deal with the different types of difficult behavior: submission, relational dependence, rigidity, aggressiveness, flight...
• Evaluate your tolerance threshold in relation to the employee's

Develop comfort with difficult behaviors

• Act on the levers that intervene in the interaction with the employee.
• Adopt an attitude of empathy, openness and understanding.
• Redefine the rules of the game of the group concerned and involve the team concerned.
• Dose the intervention: on the organization or towards the employee.

After - Implementation in a work situation

• An e-learning module:
• Two training modules:
• A strengthening program:

Description

This training aims to help managers improve the performance of their team by promoting the exchange of practices and know-how, by developing a culture of innovation and creativity, as well as by encouraging hard work. collaborative. Participants will learn how to create, develop or optimize a collaborative team by integrating the constraints and requirements of their work environment, while promoting collective intelligence.

Who is this training for ?

Training objectives

• Define your objectives and your collaborative work project
  
• Explain the new rules of the game favoring cooperation and collaboration
  
• Bringing collaborative work to life on a daily basis
  
• Highlight results and added value
  

Training program

Define your collaborative work project Define your objective for your team. Differentiate between cooperation and collaborative work.

• Anticipate the changes to be supported: in terms of organization; in terms of relationships; in terms of information and knowledge exchange.

Establish the foundations of cooperation in the team Develop a network operating mode in your team.

• Identify the facilitators and members of the network.
• Find together effective methods for working in collaborative teams: position yourself in your role as manager and network facilitator; clarify the needs of his team and respond effectively to achieve a successful collaboration.

Learn to find solutions through collaborative work

• Guide the team towards a dynamic of joint research.
• Give an identity to your network.
• Establish a relationship of trust between each member of the team 'team.
• Experimenting with the co-development method.

Develop potential and creativity through collaborative methods Clarify the working framework to encourage creativity and innovation. Rely on the talents and differences of your employees to develop performance.

• Promote the successes of collaborative work to establish a positive habit around this approach.

Description

Conflicts are an integral part of professional life. Indeed, many situations faced by individuals and teams can lead to conflictual relationships. Faced with conflict, the helpless manager often lets the situation deteriorate and thus causes a loss of efficiency in his team. The manager must face these difficult situations while preserving the relationship. During this conflict management training the following will be covered: interpersonal conflict; the conflict in his team. Beyond the techniques, this training will provide managers with the ability to regulate and make conflict a real opportunity for individual and collective progress.

Who is this training for ?

Training objectives

Diagnose and analyze the different types and levels of conflicts.
Recognize your sphere of influence to deal with conflict.
Mobilize your internal resources in a conflict situation.
Gain comfort and efficiency in conflict management.
Regulate and get out of conflicts, in your role as manager.
Address post-conflict effectively, regain confidence.

Training program

Differentiate between problem, tension, crisis and conflict

• What is conflict?
• How and why conflict?
• Manager: should we always avoid conflicts?
• Know the main causes and triggers of conflicts.
• Understand the conflict dynamics: from perceptual bias to rupture.
• Project yourself into the post-conflict period to position yourself with efficiency.
• Scenario

Adopt effective behaviors to resolve conflicts

• Identify the actors' strategies: differentiate constraint and power.
• Identify and use your room for maneuver to manage the conflict.
• Question to limit interpretations and manage your emotions with the 'metamodel'.
• Adopt an attitude of openness to restore trust.
• Recognize 'psychological games' to master them and not reproduce them.
• Envision the future once the conflict is resolved.
• Scenario

Assume your responsibilities in the face of conflicts

• Become aware of what in your managerial behavior can generate conflicts.
• Take a step back to accept your own mistakes and deal with your emotions.
• Put situation

Resolve conflicts through regulation, mediation or arbitration

• Regulate using the 'DESC' tool to avoid escalation.
• Set up a regulation process.
• Use arbitration at the right time to respond to emergency or blockage situations.
• Implement new rules of the game.
• Scenario

Description

Professional co-development is an approach that supports managers in their operational efficiency. Thanks to the sharing of practices and concrete problems between peers, the method of questioning and mutual listening allows mutual assistance and opens new fields of creativity and solutions. This training allows you to experiment with this approach.

Who is this training for ?

Training objectives

Experiment with the co-development approach to apply it in a professional situation.
Improve your managerial practice.
Discover new methods of action and problem solving in a group.
Progress in your relational skills: expression of the problem; listen and look for solutions.

Training program

Appropriate the co-development method Experiment with the 6 stages of co-development: choice of the situation provided by a participant; factual presentation of the situation; clarification using group questions; contract, rules of the game

• Understand the benefits of the systemic approach for resolving managerial issues: definition of objectives; search for new relational modalities; implementation of cooperation within your team; management of resistance to change.
• Share a co-development sequence: joint work on co-development sequences based on a concrete situation proposed by the participants.

12Adopt a posture that engages employees Listen and encourage the expression of employees: mobilize collective intelligence in the service of the team; engage stakeholders through the coaching approach; unblock situations using

• Share a co-development sequence: joint work on co-development sequences based on a concrete situation proposed by the participants.

Description

Alongside traditional hierarchical structures, new non-hierarchical management methods are emerging such as: project management, network management, process management. Cross-functional management has its own characteristics, whether it concerns the management of central or support functions on several sites or subsidiaries (marketing, HR, quality, etc.) or operational processes... How to deploy and bring to life common methods and tools, harmonize practices in decentralized entities? How to ensure coordination and develop cooperation in a sustainable manner without hierarchical links? This 8-day professional training cycle provides cross-functional managers with the methods and tools to professionalize their practices and enable them to succeed in the challenge of non-hierarchical (cross-functional) management. Participants from the same class meet during each classroom training module and can thus share the practices and experience acquired between sessions to promote their development of skills.

Who is this training for ?

Training objectives

Identify the conditions for effective cross-functional management.
Mobilize the stakeholders concerned.
Increase your power of persuasion to manage and involve without hierarchical links.
Create the conditions for cooperation in a functional situation.
Adapt your cross-functional manager behaviors for more efficiency.
Create a relationship of trust with those involved in cross-functional missions.

Training program

Remote activity

• To acquire theoretical knowledge before classroom training: two videos 'Transversal management is easy' and 'The specificities of transversal management'.

Position yourself in your role as a cross-functional manager

• Current issues and challenges of transversality.
• The specificities of transversal management among other management methods: project, process, network...
• Acting in and with the organization: the added value of transversal management

Assume your legitimacy as a cross-functional manager

• Identify the foundations of its managerial legitimacy.
• Find its legitimacy in its context.
• Take into account the parameters of its context: organization; positioning; actors, yourself.
• Evaluate the real challenges of your cross-functional mission.
• Act on the relevant levers to develop your legitimacy as a cross-functional manager

Remote activities

• To apply good practices and training acquired: a training module 'Develop your assertiveness - Level 1'.

Develop your influence to mobilize without hierarchical authority

• Reconcile global strategy and local interests.
• Identify key players.
• Identify the challenges of the different partners and use an adapted strategy.
• Act on the levers of influence without statutory authority.
• Mobilize energies around common objectives.
• Define and locally apply common standards to ensure consistency of together.

Ensure the coordination of a functional activity

• Identify the coordination mechanisms that can be used by the cross-functional manager.
• Use the mode of coordination best suited to the situation: from standardization to mutual adjustment.
• Match the tools with the desired mode of coordination.
• Use the comparison of expertise and the transfer of experience.

Remote activity

• To apply good practices and training acquired: a training module 'Obtaining buy-in from your contacts'.

Develop cooperative behaviors

• Build the conditions for cooperation.
• Motivate your interlocutors around the function.
• Adopt a logic of compensation.

Contractualize the relationship with the various stakeholders

• Associate the actors and their hierarchical line.
• Clarify the objectives, roles and rules of the game.
• Manage relationships with the hierarchical line.
• Take into account evolving issues and priorities.

Remote activity

• To apply good practices and learning from training: two training modules 'Giving positive and constructive feedback' and 'Soliciting and receiving feedback'.

Develop your personal leadership as a cross-functional manager

• The specificities of the leadership of the cross-functional manager.
• Become aware of your leadership qualities.
• Overcome your personal rigidities, increase your flexibility and your personal influence.

Develop a relationship of trust with your various interlocutors

• Foster positive and constructive contacts.
• Find the right level of influence and control.
• Communicate and dialogue frankly and openly.
• Create a climate that facilitates support, accountability and trust.

Manage delicate relational situations with the stakeholders concerned

• Give and receive feedback in a positive, non-aggressive and anxiety-free manner to advance the mission.
• Identify your own defensive mechanisms and those of the actors.
• Equip yourself the tools to resolve conflicts sustainably.

Remote activity

• To discover a subject related to your training: two training modules 'Developing your assertiveness - Level 2' and 'Welcoming feedback or clumsy criticism'.
• Assessment of acquired knowledge

Description

For local managers, managerial skills are now as important as other know-how. How can we effectively assume this local management role? How to optimize the performance of your team while strengthening relationships with other teams? How, as a team manager, can you step back and at the same time intervene in an increasingly complex daily life? This training provides practical answers to acquire new benchmarks, deepen your thoughts and enrich your team management know-how.

Who is this training for ?

Training objectives

Define operating rules and set relevant objectives.
Mobilize the individual energies of team members.
Adapt your management to each situation.
Organize the delegation to strengthen autonomy within the team.
Cope deal with difficult situations and manage conflicts.

Training program

Define objectives and clarify common rules of the game to guide team action

• Identify the performance criteria of a team.
• Formulate effective objectives.
• Adapt your management to the objective and characteristics of the team.
• Define a common working framework by formalizing effective rules of the game.

Encourage individual motivation of team members

• Practice success management.
• Act on the relevant motivation levers.
• How do employees motivate themselves?
• Treat demotivation problems that risk affecting the team's performance.

Practice empowering delegations

• Structuring your delegation process.
• The 4 steps to successful delegation.
• Structuring a delegation interview.
• Ensuring monitoring and evaluating the success of the delegation.

Develop effective management behaviors

• Become aware of your preferred management styles.
• Identify your strengths and areas for improvement.
• Define an improvement plan.
• Adapt your style to the context and situations.
• Develop the autonomy of your colleagues.

Dealing with errors and handling tricky situations

• Distinguish between error and fault.
• Choose the mode of intervention according to the situation.
• Treat errors in a dynamic of progress.
• Confront an employee without demotivating them.

Description

You wish, after a few years of managerial experience, to perfect your practices, gain heights and give a new dimension to your management. With this management training, we offer you the opportunity to acquire additional tools essential for leading teams and managing employees on a daily basis.

Who is this training for ?

Training objectives

Gain perspective on your managerial practices.
Define and communicate a team project.
Adopt a manager-coach posture.
Decide effectively in the face of change.
Develop your skills as a negotiator and communicator.
Develop your emotional competence of manager.

Training program

Mobilize your team around a unifying project

• Manage collective performance.
• Identify the challenges of the team project.
• Describe the characteristics of a mobilizing project.
• Define your team's project.
• Develop your communication skills.
• Structure your message.

Make better decisions about change thanks to a relevant diagnosis

• Develop your ability to analyze management situations.
• Take into account the powers and issues involved.
• Adapt your relational strategies to your objectives and to the actors involved.

Become a manager-coach

• Understand the challenges of the evolution of the managerial role.
• Reconcile your role as manager and manager-coach.
• Adopt the posture of a manager- coach.
• Create demand by giving feedback.

Train yourself to effectively handle delicate situations

• Negotiate and create support in a situation of change.
• Anticipate conflicts: disagreements on decisions, methods, modes of operation.

Integrate the emotional dimension of management

• Identify and manage your own emotions.
• Deal effectively with emotionally destabilizing situations.
• Identify and decode the emotions of your colleagues.
• Develop the emotional maturity of your employees.
• Provide a managerial response to individual feelings.
• Take into account the emotional dimension of team life.

Description

For a very long time, the emotional dimension of management was hidden, as if emotions stopped at the door of the company. However, the manager is constantly confronted with his own feelings and those of his colleagues because emotions impact individual and collective effectiveness. This training provides managers with the operational means to develop their emotional competence and increase their effectiveness tenfold.

Who is this training for ?

Training objectives

Develop your emotional skills as a manager
Maintain or restore emotional balance in delicate managerial situations
Take into account the impact of emotions on team performance
Manage individual and collective emotions

Training program

Take into account the emotional dimension of management

• The emotional competence of the manager: role and limits.
• The emotional mechanisms at work.
• The impact of emotions on individual and collective performance.

Develop your emotional skills as a manager Become aware of your emotions.

• Understand your emotional reactions.
• Manage delicate managerial situations: internal conflict; pressure for results.
• Implement a personal emotional management approach.

Managing the emotions of your employees The role of the manager when faced with difficult emotions.

• Identify the emotional feelings of your colleagues.
• Train yourself to manage risky managerial situations: evaluation; feedback; refusal...

Managing collective emotions

• Take into account the emotional dimension of the team's life.
• Identify the signals of emotional feelings.
• Support the team through changes : reorganizations; team modifications...
• Determine appropriate behavior.

Remote activities

• To apply good practices and training acquired: an e-learning module 'The emotional skills of the manager'.
• To discover a subject related to your training : an e-learning module 'Managing emotions within your team'.

Description

Helping you succeed in your new job as manager and in your future developments, these are the ambitions of this training cycle. It allows you to acquire the 4 essential skills for any manager that can be directly transposed to your professional activity: managerial techniques; the ability to resolve management problems; relational ease; the ability to manage one's emotions and those of one's colleagues. This cycle is a professional course which gives you access to constantly updated online resources enriched by the practices of Skills Campus experts. Participants from the same promotion carry out personal application work between modules. The work is shared and validated at the start of each module to support the development of skills and anchor the learning in each person's operational professional project.

Who is this training for ?

Training objectives

This cycle allows participants: to acquire fundamental managerial techniques; to resolve managerial problems; to develop relational ease and assertiveness; to manage your own emotions and those of your colleagues

Training program

New manager: developing effective behaviors in situations

• Know yourself better to develop your personal skills.
• Identify the basic qualities to develop.
• Develop your flexibility with your team.

Guide individual and collective action thanks to the objectives and rules of the game

• Give ourselves common benchmarks by setting the rules of the game.
• Deploy individual and collective objectives consistent with the organization's project: scenario to define the rules of the game.

Mobilize individual and collective energies

• Detect the talents of your employees to develop their skills.
• Act individually and collectively on performance levers.
• Identify relevant areas of motivation. Implementation situation Case study: analysis of a team's behavior in the face of change

Remote activity

• To apply good practices and training acquired: an e-learning module 'Freeing yourself from work overload'.

Develop a new approach to management situations

• Use the contributions of systemic analysis.
• Understand the different levels of reading of reality.
• Identify the relevant levels of intervention.

Resolve relational tensions differently

• Identify the relational issues in a system.
• Distinguish the problem from the symptom. Get rid of 'symmetrical escalations'.

Develop flexibility in managerial relationships

• Gain flexibility in your relationship style.
• Anticipate the risks of conflictual excesses.
• Reestablish a positive relationship with your interlocutors.

Troubleshoot Change

• Understand the difficulties linked to a change.
• Respect the balance of the team to help it evolve.
• Highlight the positive functions for the system .
• Scenario A 'change support' scenario to practice interacting in an appropriate way

Become aware of your image and enhance it

• Decode the image perceived by the interlocutors.
• Assert your style and personality.

Develop your speaking skills

• Locate your communicator profile.
• Prepare and prepare for a communication intervention.
• Structure the message to make it impactful.

Strengthen your power of conviction

• Build an argued and impactful presentation.
• Adapt to the profile of your interlocutor.
• Give impact to your speech.
• Scenario A speech to prepare to develop its impact.

Remote activity

• To implement good practices: a training module 'Develop your assertiveness - Level 1'.

Take into account the emotional dimension in performance

• The emotional competence of the manager.
• Emotional mechanisms.
• The impact of emotions on individual and collective performance.

Develop your emotional skills as a manager

• Become aware of your emotions and understand them.
• Manage delicate managerial situations.
• Implement a personal emotional management approach.

Managing the emotions of your employees

• The role of the manager in dealing with emotions.
• Recognize the emotional feelings of your colleagues.
• Practice how to manage risky managerial situations.

• Identify the usefulness of conflicts for individual and collective progress.
• Analyze the issues of a conflict to better resolve it.
• Use the event to learning feedback.
• Scenario A project to develop together: Working with my team on the emotional dimension

Remote activity

• To share feedback at the end of your training: a virtual class. Evaluation of acquired knowledge

Description

Organizations change, the challenges are linked to managing complexity and permanent uncertainty. New generations have new expectations. The levers of motivation are evolving and correspond to the essential agility for organizations. This training allows you to revisit classic theories to promote employee engagement.

Who is this training for ?

Training objectives

Take into account organizational and societal developments to find new levers.
Revisit the immutable benchmarks of motivation.
Integrate the expectations of younger generations.
Generate performance through the levers of trust and quality of life at work .

Training program

Before the face-to-face

• A video to illustrate the situation.
• A self-diagnosis on motivation theories.

A context that calls for renewal

• Impact of digital and new tools.
• Liberated company, agility, context favorable to change, well-being at work.
• New ways of working: distance, teleworking, start-up culture.
• New generations, new expectations.
• Engagement lever linked to employer image.

Revisiting the immutable benchmarks of motivation and commitment

• Maslow's pyramid.
• Motivation according to professional life cycles.
• The intrinsic and external typologies of motivation.
• Self-diagnosis of your motivations and values.

Guarantee motivation through consistency between employee promise and reality

• Taking into account the employee as a whole.
• Interest in the employee experience.
• Commitment through the development of individual skills.
• Recognition of work and the meaning given.

After face-to-face, implementation in a work situation

• A reinforcement module.
• To learn more about remote activities A 'What's the problem?' video.
• A reinforcement module 'Give positive and constructive feedback' training.

Description

Succeeding in your first team management role is an important challenge for the newly promoted manager as well as for your company. Indeed, local management plays an essential role in relaying strategy and guidance to staff. This training presents the steps and tools to help new managers quickly assume their new roles. It offers operational tools to master the fundamentals of these new responsibilities.

Who is this training for ?

Training objectives

Successfully address your change in professional identity.
Assume your new responsibilities as team manager.
Succeed in your integration into your new team.
Master the expectations of your new role as manager.
Organize your takeover by horizon 6 month.

Training program

Clarify your new responsibilities and integrate the changes

• Measure what changes when you become a team manager.
• Describe your new missions and validate them with your hierarchy.
• Identify your personal motivation levers.
• Make contact collectively and individually with the team
• Identify, understand and deal with the team's resistance
• Scenario Analysis grid. of its environment.

Position yourself successfully in your role as line manager

• Give yourself the means to assume your new role: organization, preparation.
• Make contact: team meeting and individual interviews.
• Define the rules of the game' and communicate them to the team: organizational and relational plans; methods of collaboration.
• Individual contact: definition of objectives, active listening
• Scenario Application. : Prepare for your team meeting

Adapt your management style to the team

• Diagnose your management styles: deduce your strengths and areas for improvement.
• Practice individualized and contextualized management.
• Define your business plan actions to evolve in your management style.
• Mix directivity and participation to obtain the expected results.
• Act positively on the motivation of your employees: differentiate between motivation and satisfaction factors. .
• Training scenario: practicing differentiated management

Lead your team, adapt to situations

• Manage resistance linked to taking up a position: legitimacy and affirmation.
• Adopt good practices in specific situations: delegate effectively; conduct a reframing interview; manage former employees colleagues; managing intergenerational teams; dealing with a conflict or relationship problem.
• Scenario Training: Conduct key interviews

Build your individual action plan

• Define your objectives and success criteria over the next 6 months.
• Give yourself 'SMART' objectives.
• Scenario Application: Develop your sheet road.

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities To discover a subject related to your training: an e-learning module 'Succeeding in your first role as a manager'; an e-learning module 'Management styles'; a training module 'Giving positive and constructive feedback'.

Description

Successful teams do not happen by chance. Their leaders have been able to provide appropriate answers to the questions that also concern you: how to build a high-performance team? how to develop collective potential? how to sustain the team's performance? what behaviors to adopt to obtain lasting results? The objective of this training is to provide the tools and methods to the manager to strengthen team cohesion.

Who is this training for ?

Training objectives

Optimize the talents of each employee to target the performance of your team.
Adapt and evolve your management style to develop the maturity of your team.
Master the methods and tools of team cohesion.

Training program

Before the face-to-face

• A self-diagnosis.
• A video.

Identify and develop the factors essential to collective performance Define what makes a team.

• Establish efficient rules of the game.
• Establish the conditions for individual and collective motivation.
• Create team cohesion factors.

Ensure smooth and operational functioning of your team

• Consolidate your own leadership and develop confidence.
• Unite around common values.
• Carry out a diagnosis of individual and collective skills.
• Adapt your management style to the individuals and the maturity of the team.
• Master the combination of professional maturity and autonomy.
• Meet the needs of the organization, team and people.

Build and develop synergy within your team

• Bring out collective intelligence.
• Develop synergy: compatibility and links within the team.
• Play on complementarity to develop cooperation.

Build your success plan Set operational objectives for yourself and the team. Define how to measure results and progress. After face-to-face, implementation in a work situation

• A strengthening program.

Certification Assessment of skills to be certified via an online questionnaire incorporating role-playing scenarios (40 minutes).

• Learn more about remote activities A 'hours late!' video.

Description

Managers are appointed responsible for a team mainly for their expertise and knowledge of the profession. This immediately gives them technical legitimacy with their colleagues and the rest of the company. But what about their managerial legitimacy? How can you be recognized as a 'management professional' when you come from the team for which you are responsible? When we continue to ensure the achievement of operational objectives while managing? When you are a new manager taking up a position? The acquisition of management practices is useful to establish one's legitimacy as a manager, but it is not enough. In addition to these learnings, the manager must still dare to exercise his authority. This is the purpose of this training.

Who is this training for ?

Training objectives

Identify the foundations of legitimacy in your new functions.
Act on the levers allowing you to develop your managerial legitimacy.
Gain legitimacy in delicate situations.

Training program

Before the face-to-face

• A video.
• A self-diagnosis.

The foundations of managerial legitimacy

• What distinguishes legitimacy from authority and power.
• Act on the pillars of managerial legitimacy: the context; the positioning; the relationships with the actors concerned by the authority; the manager himself.

4Adapt the exercise of authority to your colleagues

• Clarify your personal perception of authority.
• Accept your own authority.
• Adapted authority, what is it? Find the right balance between autonomy and authority.

Exercise your managerial authority

• Clarify the rules of the game.
• Dare to say.
• Know how to balance authority, agreement and negotiation.

Find its legitimacy in its context Check the clarity of its mandate with its hierarchy.

• Obtain the support of your superiors.
• Assert yourself with consistency and conviction.

Be assertive in delicate situations. Manage in delicate situations.

• Manage specific profiles: former colleagues; older colleagues; experts.

After face-to-face, implementation in a work situation

• A training module.
• To learn more about remote activities A video 'hours late!'.
• A training module ' Develop your assertiveness - Level '.

Description

Succeeding in your first role as manager is an important challenge for you, but also a determining element of the overall effectiveness of the company. You will access spaces of autonomy, experimentation and responsibilities. Until now, you had to be personally effective. Your new mission is to make your team efficient. This training for managers taking up their position helps executives to succeed in their beginnings as managers and to be real accelerators of efficiency.

Who is this training for ?

Training objectives

Discover the different dimensions of management and choose the right action levers
Analyze your new environment and the profile of your team
Succeed in your positioning as a team manager
Build your plan for success

Training program

Successfully tackle your new role as manager

• Identify the specificities of the manager's role.
• Discover the different roles of the manager: paradoxes and contradictions.
• Scenario Application: Prioritize my missions in my organization.

Analyze the situation and obtain from the hierarchy the necessary means to take office

• Give yourself an overall vision of the situation: environmental analysis grid-internal diagnosis.
• Define your short-term action plan.
• Determine the information useful for taking up the role of manager.
• Negotiate with your superior the means necessary for your success.
• Scenario Analysis of the issues in your professional context. }

Make a success of your first contacts with the team

• Collect information about the team.
• Prepare and lead your first meeting.
• Identify the positioning of your colleagues: the strategic analysis grid.
• Distinguish between personal issues and motivation levers.
• Scenario Training:
• Lead my first team meeting

Exercising your role and adapting your management style

• Identify your preferred management style (self-diagnosis).
• Adapt and develop your managerial practices: situational management.
• Fully exercise your role as manager: exercise your authority according to profiles and situations.
• Take into account the team's resistance to change.
• Scenario training: Use differentiated management

Manage specific or delicate situations

• Clearly define the rules of the game.
• Manage former colleagues.
• Deal with demotivation.
• Delegate effectively.
• Scenario Training: conduct key interviews

Building your plan for success

• Identify your individual and team objectives.
• Build your medium-term action plan.
• Scenario Application: Prepare to take office.

Certification

• Assessment of skills to be certified, via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities To discover a subject related to your training: a '2 hours late!' video ; an e-learning module 'Management styles'; an e-learning module 'Creating and maintaining motivation'; a training module 'Giving positive and constructive feedback'.

Description

Leadership is the ability to bring others with you into a collective project through their voluntary membership. Membership which allows everyone to function at their best and therefore to deliver performance whether in a framework of hierarchical or transversal relationships. Developing this leadership means first knowing yourself and knowing what you want and then developing relationships of trust that promote support and mobilization of others. This is the path offered by this training based on the Schutz ® Method which promotes self-knowledge and understanding of psychology useful for people management.

Who is this training for ?

Training objectives

Dare to exercise leadership

Make your team work better

Develop your impact with the company's various stakeholders

Increase employee accountability

Create a climate of trust in the team

Foster support for projects

Decide better

Training program

Assume your leadership role

• Distinguish between leadership and management.
• What is expected of a leader.
• The key functions and skills of leadership.

Appropriate the principles of trust

• Self-knowledge and lucidity. Open dialogue and authenticity.
• Responsibility and personal determination.
• Commitment and involvement.

Develop your leadership skills

• Understand your own behavior and that of others.
• Smooth the relationship through emotions.
• Assume your personal power.
• Analyze your experiences as a leader and extract their qualities.
• Develop team performance

Create a confident and efficient team

• Clarify roles and missions.
• Define productive functional relationships.
• Create a climate that facilitates buy-in, accountability and trust.

Develop cooperation in the team and manage conflicts

• Assess the team's results over time.
• Give and receive feedback in a constructive manner.
• Identify the defensive mechanisms to the work in the team.
• Give yourself tools to resolve conflicts sustainably.

Make decisions applied and not sabotaged

• Evaluate traditional decision-making methods.
• Involve and make everyone responsible for decisions using the concordance method ® .

Description

The role of Key Account Manager has become strategic in the face of fewer, more powerful clients, with whom 'staying' has become vital. Developing your strategic accounts is based on the correct understanding of your role, the acquisition and use of appropriate behaviors, skills and tools. To succeed, KAM must develop its commercial talents. The KAM must master the 3 major dimensions of his position: strategy, negotiation, management of the team. This cycle, built on the basis of references acquired from global companies, constitutes innovative and comprehensive training for success with strategic clients by mastering the fundamental skills of the Key Account Manager profession.

Who is this training for ?

Training objectives

Build a strategy of conquest, development, loyalty on a strategic account.
Negotiate profitable agreements.
Organize teamwork to achieve results.
Expand your network of alliance and influence with the client .
Act as a leader to move forward with your company and your client.

Training program

Develop your Key Account qualities

• Manager Take ownership of the roles and challenges of your position.
• Take stock of your skills and organization: self-diagnosis.

Carry out a relevant strategic diagnosis

• Target strategic customers, make rational decisions.
• Analyze the environment through the eyes of the customer.
• Carry out competitive analysis.

Formalize your Account Business Plan

• Create the future value proposition.
• Define a shared ambition with the customer.
• Translate this ambition into a vision.
• Decline the 'ambition into objectives and key priorities'}.

Build your action plan

• Anticipate risks with regard to the strategic account.
• Build your reverse planning.
• Choose the relevant KPIs to jointly manage performance.

Manage profitable relationships in your company and with your client

• Establish a diagnosis of relationships with all members of the decision-making group: degree of influence, degree of proximity.
• Define contact priorities, build your action plan
• Become known and recognized by decision-makers.
• Expand your network within the key account
• Use your network to progress in the business. flowchart.
• Taking advantage of social networks

Manage projects

• Organize your development plan in project mode.
• Organize and mobilize teams at key moments.
• Manage the implementation of actions: methods and tools.
• Manage risks
• Communicate around the customer project.
• Manage customer satisfaction
• Know how to take advantage of internal wealth. -cultural

Identify the 3 keys to successful negotiation

• Negotiating to build in the long term: the key to the process.
• Building profitable negotiation tactics: the key to the method.
• Asserting yourself and avoiding blockages: the key to mutual trust

Sell ​​as often as possible before entering into negotiations

• Identify the forces present.
• Rebalance powers to establish a cooperative mode of relationship.
• Use the Account Business Plan as a key to entering negotiations .
• Listen to the customer, sell and negotiate solutions internally first.
• Sell the value of your proposals to the customer, move away from the 'price, volume' logic. }

Choose your moment to enter into negotiations and negotiate

• Identify your room for maneuver.
• Use your areas of power.
• Obtain useful rewards.
• Lock the negotiation.

Develop your personal resources to better negotiate

• Take into account the impact of emotions in negotiation, welcome your emotions and those of others.
• Identify your own needs in negotiation, learn to respond to them.

Develop your leadership style

• Identify the leader's skills and personal traits.
• Evaluate and reveal your leadership skills: self-diagnosis.
• Identify all opportunities for the KAM to exercise their leadership.
• Know yourself better to increase your leadership: transactional analysis

Exercising leadership collectively

• Share and get people to adhere to your vision.
• Bring together a winning team around a client project.
• Make people want to act.
• Adjust your verbal and non-verbal communication

Exercising leadership face-to-face

• Introduce yourself to a new player at the client.
• Obtain resources.
• Resolve a dysfunction, an internal dispute.
• Leverage resistance to change.

Remote activity

• A training module
• Give positive and constructive feedback.
• Evaluation of acquired knowledge

Description

The Key Account Manager, a true 'one-man orchestra', must have several strings to his bow to carry out his mission: identify opportunities, bring projects to fruition, convince and establish a climate of trust, unite, mobilize teams to guarantee customer satisfaction. Behavioral training of the Key Account Manager is crucial. Fully exercising your leadership is a major asset for effectively mobilizing and managing cross-functionally. This training to develop your leadership will provide you with concrete answers to instill the energy necessary for the success of your projects among your clients and internally.

Who is this training for ?

Training objectives

Optimize your relational network with the client as well as internally.
Mobilize a team dedicated to the account or a project over the long term.
Develop your leadership behaviors and attitudes in all occasions.

Training program

Identify your leadership style

• The skills and personal traits of the leader.
• Opportunities for the KAM to exercise leadership: internally and with clients.

Assert yourself in your relationships with others internally and externally Act appropriately towards everyone.

• Adjust your verbal and non-verbal communication.
• Dare to ask in all situations.
• Give and solicit feedback.
• Issue a internal constructive criticism.
• Individual leadership scenario.

Practice influence management to defend the interests of the account Define your influence strategy.

• Use the right lever of influence depending on the situation.
• Get your interlocutors on board.
• Scenario Work based on the real situations of the participants.

Take responsibility in tense situations Defuse tense situations.

• Prevent and sustainably resolve conflicts: process and attitude.
• Know yourself better to manage your own stress.
• Scenario training on tense situations.

Put your project leadership to the test against other participants

• Measure cooperative effectiveness.
• Set up a co-coaching system.

Description

The Office Manager is often the real administrative manager of an SME. His role is to assist the manager on all administrative aspects. It allows him to devote himself entirely to the development of his business. This 2-day training will give you an overview of the facets of this booming profession...

Who is this training for ?

Training objectives

Understand the job of Office Manager: mission; responsibilities; activities.
Develop your relational excellence.
Strengthen your role as manager.

Training program

Assert yourself in your role as Office

• Manager Identify the role of the Office Manager and his contribution to the running of the company.
• Adapt your communication to the different stakeholders: understand the challenges and needs of each of your stakeholders : management, teams, customers, service providers.
• Communicate and negotiate 'win-win'.
• Transform contradictory demands into compatible needs.
• Manage calmly difficult situations.
• Identify the sources of conflict and spot the warning signs.

Manage the administrative team

• Adapt your management style to the employees and the situation.
• Lead and motivate the team: organize work; delegate missions and ensure follow-up.

Manager and administrative project

• Identify the key elements of a project's success.
• Manage the project step by step.
• Monitor its progress, measure gaps.
• Supporting employees through change.

Remote activities

• To implement good practices and training learning: an e-learning module 'Create and maintain motivation'.

Description

In a technological environment in constant innovation with missions that constantly change, the IT department is subject to permanent stress which contributes to deteriorating its relationship with business departments. A cultural revolution, a real rupture, is often essential to improve this relationship and create real synergies. This seminar offers you a complete analysis of the different relationships that the IT department must establish with the IS stakeholders and will present the target relational mode and the implementation system best suited to the IT department's objectives.

Who is this training for ?

Training objectives

Reposition the IT Department within the organization
Develop a climate of trust between the IT Department and General Management
Promote the actions of the IT Department to business departments
Improve the credibility of the IT Department
Understand Business Relationship Management ( BRM)
Build a roadmap to improve DSI-Business relationships

Training program

The challenges of the relationship between the IT department and other business departments

• The digital transformation of companies.
• The impact on the IT department: the advent of a new era.
• The state of play of IT relations -Professions: key figures and analyses.
• The reciprocal perception of functions: DSI, Business Departments and General Management.
• The real challenges of the DSI-Professionals relationship.
• The link between Information System and business performance.
• The recognized contribution of the Information System to value creation.
• The benefits of good collaboration between the IT department and its clients.

The key elements of a good relationship between the IT department and the business lines

• What is the relationship?
• The importance of the role in the relational dynamic.
• DSI and Professions: 2 opposing cultures?.
• The different stakeholders of the IT department: users, business departments, general management.
• The five dimensions of analyzing relational issues.
• The characteristics of a harmonious relationship through 2 examples of companies.
• The diagnosis of relational patterns.
• The maturity scale of DSI-Business relations.

Relations between the IT Department and General Management

• The description of the relationships between the IT department and General Management.
• The concept of Governance: history, definition and benchmarks of good practices.
• The master plan, first pillar of IT governance.
• Managing the benefits from IT investments.
• Risk optimization.
• Resource optimization: planning , outsourcing, data management.
• Evaluate the relationships between the IT department and General Management!

The IT department and business departments

• The description of the relationships between the IT department and the business departments.
• Only 38% of projects succeed!.
• The “IT Project”: a myth to be combatted .
• A MOA-MOE model to rethink.
• The Roles and Responsibilities of project stakeholders.
• The impact of setting up a PMO or a Project Office.
• Evaluate the relationships between the IT department and the Business Departments!

The link between the IT department and users

• The description of the relationships between the IT department and users.
• The “service” orientation of the IT department: definitions and benchmarks of good practices.
• The service offering from the IT department and contracting with the professions.
• The service offering from the IT department and contracting with the professions.
• The service center: showcase of the DSI.
• Monitoring information system usage: indicators and measurements.
• The usage monitoring dashboard.
• Evaluate the relationships between the IT department and the users!

The key steps for effective implementation

• The essential prerequisites.
• The six key steps for effective implementation.
• Establishing solid foundations.
• Raising awareness among key players and repositioning the IT department.
• Building a credible image for the IT department.
• Optimizing value creation in projects.
• The empowerment of the professions in the management of the IS.
• The maintenance of the partnership relationship.
• The trajectory of the implementation of the IT department.
• The key success factors.

Le Business Relationship Management (BRM)

• What is Business Relationship Management?
• The role of BRM within the organization.
• The positioning of BRM: in the IT department ? without the Professions?
• The associated standards: COBIT, ISO, ITIL, etc.
• The 2 levels of BRM intervention: strategic and tactical.
• The 6 key skills of BRM.
• The maturity model of the DSI-Professional relationship from the BRM Institute.
• Some tools and models offered by the BRM Institute.

Tools serving the DSI-Professionals relationship

• The satisfaction survey (internal, external tools).
• The marketing approach and the communication plan of the IT department.
• The maturity diagnosis of practices compared to major international benchmarks.
• Stakeholder analysis: developing a relational strategy.
• Some influence and persuasion techniques.
• The dashboard: a BSC serving the IT department.

Description

IT managers and management are exposed to legal obligations due to new uses of IT tools: illegal content, digital rights, information leaks, etc. This course, through practical cases and their case law, gives the keys to rights and duties of IT stakeholders.

Who is this training for ?

Training objectives

Develop an overview of civil, criminal and professional legal risks Know the responsibilities of stakeholders Implement prevention measures Build an IT charter

Training program

Introduction to risks

• Examples of legal risks linked to IT.
• Category of risks.
• Illustration by case law.
• Responsibilities of different parties.
• What is civil liability?.
• What is criminal liability?.
• What is what is professional responsibility?

Liability and risks of the company and the employer

• Cases where liability may be incurred.
• Risks incurred by the legal entity in the event of liability incurred.
• Concrete case law.
• Liability and risks of the employer.
• Risks incurred in the event of liability incurred.
• Concrete case law.

Responsibility of the CIO/CISO

• Cases where liability may be incurred.
• Risks incurred in the event of liability incurred.
• Concrete case law.

User Responsibility

• Cases where liability may be incurred.
• Risks incurred in the event of liability incurred.
• Concrete case law.

Preventive measures

• Technical measures to be put in place within the company.
• Legal measures to be put in place to define responsibility or non-responsibility in the event of an incident.

Legal obligations

• Obligations regarding data.
• Obligations regarding the system.
• Obligations regarding individuals.
• Obligations of the employer in relation to the measures put in place.

IT and Internet charter

• How to properly build an IT charter?.
• The important points to address when implementing an IT charter in the company.
• The limits not to be exceeded.
• Examples of IT charter.

International environment

• What are the responsibilities and risks incurred during an incident involving international activities?.
• What are the means of prevention?

Description

A manager is increasingly responsible for projects in which he does not have direct authority over other employees. It is therefore essential to develop interpersonal skills and collaborate effectively with people at different hierarchical levels and groups.

Who is this training for ?

Training objectives

Strengthen your positioning and legitimacy as a cross-functional manager

Mobilize all project stakeholders to develop cooperation

Set up motivating delegations

Develop your listening skills and your ability to persuade to encourage involvement

Training program

Roles and responsibilities of the cross-functional manager

• Know the main missions of the cross-functional manager.
• Identify the different roles of a project manager.
• Understand the specificities of cross-functional management and define the qualities of the manager.
• Establish a
• Build and inspire a shared vision, give meaning to actions and projects.
• Learn to use the two facets of the transversal manager: the manager-expert and the manager-leader.
• Strengthen your leadership skills: show the way , lead by example, encourage active collaboration.
• Exercise: Exchanges and feedback on the role of the project manager Self-diagnosis of his leadership style and his positioning in his organization.

Team cohesion and orientation

• Understand how teams operate at work: the characteristics of a project team, its dynamics.
• Identify the different value systems within a team and integrate them into its management .
• Define the benefits of team cohesion.
• Develop team support: methods and tools.
• Take into account different environments members of the team and their organizations.
• Establish operating rules: conducting meetings, debriefings, etc.
• Anticipate difficulties: foresee possible scenarios and the best alternative solutions.
• Scenario: Filmed and debriefed role plays on team membership in a project.

Motivation et mobilisation

• Identify the key factors for the success of a project: the success parameters.
• Understand and control team stress and personal stress.
• Take into account the balance of power: identify the contributors, the opponents, the undecided and hesitant, etc.
• Establish indicators of success: qualitative and quantitative evaluation criteria, etc.
• Create a stimulating atmosphere through trust, recognize and reward success.
• Guide the team towards success: feedback and debriefing to enable progress.
• Case study :Case study on power relations. Work on an analysis grid of the degree of autonomy of the actors in a project.

Delegation and accountability

• Identify the tasks to delegate: skills mapping, added value of delegation, availability, etc.
• Give clear and quantified objectives: SMART objectives.
• Learn to manage project priorities: Eisenhower's priority matrix, differentiate between urgent and important, etc.
• Define the delegation process: formalization, control and evaluation.
• Put set up a planned verification system.
• Make the team responsible for implementing the decisions taken.
• Implement managerial contracts or delegation contracts within the project team.
• Determine a motivating schedule and evaluate the results.
• Exercise: Construction of a delegation plan. Filmed and debriefed role plays on communication and delegation.

Communication et implication

• The importance of managerial communication in project management: informative and performative communication.
• Understanding the communication process: transmitter, message, receiver.
• Know the different sensory channels: VAKOG (visual, auditory, kinesthetic, olfactory, gustatory).
• Learn to listen to validate information: practice active listening.
• Learn to question and reformulate.
• Adapt the language according to your interlocutors: verbal and non-verbal synchronization.
• Give responsibility to those involved in the project.
• Implementation in situation: Exercises and role plays on

Personal progress action plan

• Identify areas for managerial progress and set objectives.
• Determine measurement criteria and points of vigilance.
• Determine deadlines and methods of control and evaluation.
• Exercise: Construction of a personal action plan for progress.

Description

Ensuring an effective meeting or webinar is not just a matter of following meeting management techniques... Managing stage fright, non-verbal communication and speaking up are factors for success! This training on speaking during a presentation will allow you to work effectively on your communication in order to ensure presentations that meet your requirements!

Who is this training for ?

Training objectives

Develop your expression skills to improve your public speaking in a meeting.
Conduct a quality oral performance by working on your communication.
Anticipate, understand, manage the reactions of your audience.
Use the dynamics of a group to convey a message.

Training program

Return to the fundamentals of communication and speaking

• Assimilate the role of filters in interpersonal communication
• Understand the principle of the iceberg theory
• Influence, motivate or manipulate? Which position should you adopt?
• Appreciate the power of the question and active and passive listening

Master the preparation of an intervention or a meeting

• Why prepare your interventions? How to anticipate events and avoid disappointments?
• Identify the checklist for effective meeting preparation

Conduct a meeting or presentation efficiently and professionally

• Understand the principles of verbal and non-verbal communication in a meeting
• Master the first three minutes of your intervention
• Manage the essential steps to carry out an intervention successfully
• Be more comfortable and manage your stress from the start
• Identify the levers to obtain active participation
• Do produce and collect information: The different techniques for producing a group
• Validate the understanding of your audience

Adapt to different audiences during a meeting or presentation

• Distinguish between the different typologies of personalities in meetings (the talker, the technician, the nitpicker, etc.)
• How to calmly approach your audience and have them produced
• Manage the difficult situations (interruptions, conflicts, asides, etc.)

Know how to manage objections in oral communication situations

• Acknowledgment: deadlock in communication
• Keep calm in the face of the storm!
• Take a step back and take the time to reflect before responding

Know how to conclude a meeting / presentation

• Incite action: Take stock of the action plan at the end of a meeting
• The last image: how to make your intervention dynamic and productive?

Description

Competitive challenges and the increased need for data transparency require a methodology and data architecture that is controlled and aligned with the businesses. This seminar will present the issues and methods for engaging all information systems in this approach.

Who is this training for ?

Training objectives

Understand the strategic role of data management for the company.
Understand the principles of data architecture
Implement a governance method
Integrate Master Data management into the approach
Know how to identify MDM players and their positioning

Training program

Introduction

• Strategic issues of data for the company.
• Definition of the notions "Data" and "Information".
• The different sources of data of the company.
• The different forms of data exploitation.
• Operational and decision-making information system.
• Architectures: Relational / Big Data.
• Exchanges Exchanges on the strategic role of data for the company.

Data governance

• Definition and challenges of data governance.
• The Cobit approach in data governance.
• The actors of data governance.
• The main principles of the data governance approach.
• References and state of the art.
• ExchangesrnAn organization implements a data governance approach when merging its IS with a new IS resulting from an acquisition.
• Study of the impact on the organization and IT

Le Master Data Management

• Positioning of Master Data Management in the corporate information system.
• The essential stages of the Master Data Management approach.
• Presentation of Master Data architectures Management.
• Administration of master data.
• Audit and management of data quality.
• Synthesis of good practices.
• The role of users in the MDM system.
• Collective reflection Case study of an information system without Master Data management on which a needs analysis is carried out in MD.
• Comparison of 2 possible implementation approaches.

Data lifecycle

• Typology and Data Volume.
• Database Archiving.
• Data Confidentiality.
• Test Data Management.
• Decommissioning of applications.
• Exchanges Exchanges on data management and their life cycle.

Presentation of MDM offers

• Market trends MDM in Informatica / IBM / SAP suites.
• MDM Microsoft.
• Talend MDM.
• Conclusion.
• Exchanges Exchanges on possible approach strategies depending on the context.

Description

You will take on your new responsibilities as manager. This cycle will allow you to identify the issues and overcome the difficulties linked to your mission. Team motivation, leadership, interview and meeting methodology, delegation... Each of the themes covered will allow you to establish your managerial skills, clearly understand your role and perfect your communication.

Who is this training for ?

Training objectives

Position yourself among the different management styles.
Prepare and conduct an operational interview.
Take the lead in meetings.
Build a delegation plan.
Use assertiveness to formulate a request.
Express a different point of view or refuse a request.
Making a reproach, or dissatisfaction
Proving recognition and knowing how to compliment.
Conducting a reframing interview.
Knowing how to resolve a conflict.

Training program

Become a manager

• Define your management style: Self-diagnosis Lead.
• Establish and enforce the rules.
• Take into account the balance of power.
• Position yourself clearly in the company hierarchy.
• Motivate: convey your objectives to the team with conviction.
• Taking into account individual needs: recognition, status , security.
• Develop motivation tools: bonuses, benefits, promotions, projects, working conditions.
• Dare to delegate: give power and maintain responsibility for the task.
• Choose the tasks to delegate according to the collaborators concerned.
• Define delegation objectives.
• Introduce planned checks.
• Limit interference but.
• create a progress plan in agreement with the team.
• Evaluate: master the evaluation interview.
• Techniques of communication: speaking.
• Conducting an interview.
• Conducting a meeting.
• Making sensitive requests.
• Learning to say no.
• Practical work Completion of a complete questionnaire on management styles.
• Work on the construction of a delegation plan.
• Simulation of an evaluation interview.
• E-Learning What is a team? Regulate tensions using the DESC method

Develop your leadership

• Exercise effective leadership: Distinction between power, might and authority.
• Identify your own potential for influence.
• Increase the performance of your team.
• The practices of mobilizing leadership: inspiring a vision to share.
• Knowing how to mobilize your colleagues.
• Defining cooperation objectives.
• Establish a climate of trust.
• Lead the way: lead by example.
• Assert yourself in your leadership role by developing your assertiveness.
• Understand the three modes of behavior: flight, aggression, manipulation.
• Develop your listening skills.
• Establish compromises.
• Increase your charisma.
• Practical work Self-assessment questionnaire on your level of leadership and your level of assertiveness.
• Analysis and interpretation.
• Games of roles: knowing how to listen and manage disagreements.
• E-Learning What is leadership?

Succeed in your operational interviews

• Say what is wrong without demotivating.
• Apply the basic rules of effective feedback.
• Understand the employee's expectations and needs.
• Have a decision accepted without imposing.
• Be clear and precise.
• Use directive language.
• Ensure commitment of the employee.
• Negotiate benefits for your employees: set and respect your objectives.
• Find relevant arguments.
• Reach an agreement.
• Listening and remaining focused on the employee.
• Remotivating an employee: fostering trust and showing empathy.
• Value skills.
• Set short-term objectives.
• Validate commitments.
• Successfully complete the resolution conflict: getting out of the conflict through mediation.
• Facilitate the selection of solutions.
• Finalize the agreement.
• Practical work rnDifferent games roles such as "learning to negotiate and sell your ideas" or "how to re-motivate your collaborator".
• Debriefing and synthesis of best practices.
• E-Learningr n Become aware of your role in the conflict

Motivate and lead your team

• Know the different management styles.
• Define your strengths and areas for progress.
• Formalize common objectives: SMART objectives.
• Locate the role of the team in the company: vision, strategy, resources.
• Know how to communicate and get changes accepted.
• Succeed in win-win negotiations: consensus .
• Develop the creativity of your team: brainstorming and other methods.
• Discover the collaborator, listen to questions.
• Create trust, share your vision and its values.
• Teambuilding: moving away from individual logic.
• Using the levers of motivation: taking individual needs into account.
• Creating a stimulating atmosphere.
• Propose concrete tools: promotions, projects.
• Practical work Facilitation of team meetings with various types of collaborators (easy, difficult).
• Role games to resolve temporary lack of motivation.
• E-Learning Use motivation techniques effectively

Conduct a meeting

• Communicating in a group: the basic rules of communication.
• Active listening, facilitating attitudes.
• Speaking in front of an audience: verbal harmony and non-verbal.
• Knowing how to assert yourself.
• The use of voice.
• Timbre, tone, rhythm.
• Prepare for a meeting.
• Clarify the objective, agenda, priorities.
• Lead a meeting: the basic rules of group dynamics.
• Manage time and excesses.
• The impromptu meeting.
• Integrate the participants" difficultr.
• Analyze, resolve delicate situations.
• Visual supports.
• Videoconferencing.
• Practical work r nFun games around communication and speaking tools.
• Filmed role plays of various types of meetings.
• E-Learningrn Conducting an effective meeting rnPrepare for your meeting

Description

Succeeding in your first role as manager is an important challenge for you, but also a determining element of the overall effectiveness of the organization. You will access spaces of autonomy, experimentation and responsibilities. Until now, you had to be personally effective. Your new mission is to make your team efficient. This training for managers taking up their position helps executives to succeed in their beginnings as managers and to be real accelerators of efficiency. This training is highly recommended in Intra for transformation projects of a company or a public sector organization.

Who is this training for ?

Training objectives

Position yourself in the company and take stock of your role
Adapt your management style according to your employees
Master communication techniques and interpersonal skills
Prepare and lead a meeting
Mobilize and motivate your team members
Empower your employees and delegate missions

Training program

Successfully tackle your new role as manager

• Identify the specificities of the manager's role.
• Discover the different roles of the manager: paradoxes and contradictions.

Analyze the situation and obtain from the hierarchy the necessary means to take office

• Give yourself an overall vision of the situation: environmental analysis grid-internal diagnosis.
• Define your short-term action plan.
• Determine the information useful for taking up the role of manager.
• Negotiate with your superior the means necessary for your success.

Make a success of your first contacts with the team

• Collect information about the team.
• Prepare and lead your first meeting.
• Identify the positioning of your colleagues: the strategic analysis grid.
• Distinguish between personal issues and motivation levers.

Exercising your role and adapting your management style

• Identify your preferred management style (self-diagnosis).
• Adapt and develop your managerial practices: situational management.
• Fully exercise your role as manager: exercise your authority based on profiles and situations.
• Take into account the team's resistance to change.

Manage specific or delicate situations

• Clearly define the rules of the game.
• Manage former colleagues.
• Deal with lack of motivation.
• Delegate effectively.

Description

A good manager must combine know-how and interpersonal skills in all of his professional activities. To do this, it is essential for him to successfully integrate into his new team and to properly assess the challenges of his mission. Very concrete and based on numerous exercises, this course allows you to acquire the essential reflexes to make you effective in your new role as manager.

Who is this training for ?

Training objectives

Adapt your management style according to your employees Mobilize and motivate your team members Empower your employees and delegate missions Conduct the evaluation interview Master communication techniques and soft skills Conduct a meeting and manage the delicate situations

Training program

Know your management style

• Self-diagnosis of the four management styles: directive, explanatory, delegative, participatory.
• Know your role, your missions and your objectives.
• Adapt your management style depending on the situations.
• Management mapping.
• Management through skills.
• Practical work Completion of a complete questionnaire.
• Illustrated presentation of noted styles.

Being in tune with your team: leading

• Take balance of power into account.
• Position yourself clearly in the company hierarchy.
• Determine your field of power.
• Establish and enforce operating rules.
• Take ownership of the existing regulations.
• Measure possible adjustments.
• Develop a recognition system .
• Get in the habit of verbalizing your satisfaction.
• Critique by distinguishing between "being" and "doing".
• Practical work By drawing inspiration from their daily professional lives, participants develop various decisions.

Being in tune with your team: motivating

• Transmit your objectives to the team with conviction.
• Create a stimulating atmosphere.
• Celebrate events: calendar, personal, internal to the company.
• Positive change: systems, circulation of information.
• Develop links according to the people concerned.
• Management method.
• Taking into account individual needs: recognition, status, security.
• Develop motivation tools: bonuses, benefits, promotions, projects, working conditions.
• Practical work rnParticipants work to resolve temporary or chronic demotivation encountered among their colleagues.

Being in tune with your team: taking responsibility

• Dare to delegate: give power and maintain responsibility for the task.
• Choose the tasks to delegate according to the employees concerned and the needs of the company.
• Develop a delegation policy.
• Give clear instructions.
• Define delegation objectives.
• Introduce planned audits.
• Limit interference but.
• create a progress plan in agreement with the team.
• Case study The participants build the delegations to be put in place in their teams.

Being in tune with your team: evaluate

• Master the phases of the evaluation interview.
• Set objectives.
• Establish a motivating timetable.
• Evaluate the results individuals on objective criteria.
• The annual evaluation interview.
• Training needs.
• Practical work Participants prepare and conduct an evaluation interview with a colleague.

Communication techniques: speaking

• Use the basic rules of communication.
• Assert yourself: anchor your words and involve your audience.
• Master body language: gesture, posture .
• Organize your ideas in a plan.
• Find arguments to convince during a meeting.
• Practical work Participants practice speaking in simulated interviews and meetings.

Communication techniques: conducting an interview

• Evaluate the situation: active listening and reformulation.
• Learn to ask questions about concrete matters.
• Open questions and closed questions.
• Negotiate a win-win agreement.
• Reminder of life positions.
• Say what is wrong without demotivating.
• Prioritize consensus over to compromise.
• Involve in the search for solutions.
• Apply the basic rules of effective feedback.
• Practical work Participants lead a recruitment interview, problem solving.

Communication techniques: conducting a meeting

• Define the roles of the facilitator: producer, facilitator, regulator.
• Understand how groups work.
• Distrust.
• Structuring .
• Cohesion.
• Reframe the excesses.
• Accept new ideas but put them in perspective.
• Prepare a meeting: schedule , clarify the objective, agenda and priorities.
• Lead the meeting and manage time.
• Practical work Participants lead a negotiation meeting.

Managing delicate situations

• Adopt assertive behavior.
• Replace avoidance, aggressiveness and manipulation with assertiveness.
• Know how to make delicate requests.
• Set the scene soberly.
• Be factual.
• Present the positive and negative consequences.
• Learn to say no without causing tension.
• Explain without justifying yourself.
• Know when to propose an alternative solution.
• Practical work Report on resolving a delicate situation.
• E-learning after face-to-face Identify the management style to adopt with a colleague Use motivation techniques effectively What is delegation? Develop skills by delegating Lead an effective meeting Prepare your meeting Regulate tensions using the DESC method Serious Game “Professional scenarios” In the 3 situations, you play a team manager in 3 different environments.
• You will play, in turn, an IT team leader, a manager in an events company and the marketing director at a automobile manufacturer.
• Your mission will be to delegate to one of your colleagues a task that you had to carry out yourself, set new objectives and take stock of the achievement of the objectives of the previous quarter.
• Finally, your attitude towards novelty will be tested by measuring your listening and leadership skills when faced with a colleague who wishes to present a new project to you.

Description

Managing also sometimes means facing conflict situations with or between your colleagues. This internship will allow you to understand the methods, acquire the reflexes and managerial attitudes necessary for managing conflicts in your team.

Who is this training for ?

Training objectives

Know the different types of conflicts and their causes
Anticipate a latent conflict through assertiveness
Adapt the regulatory tools to resolve an open conflict
Manage a conflict during operational interviews
Control your emotions and those of your interlocutor to emerge from violent conflict

Training program

Identify the nature of conflicts

• Know the different types of conflicts, their causes and their mechanisms.
• Identify the warning signs, triggering elements and amplifying phenomena.
• Determine the nature of the conflict, its true causes.
• Assessing the issues and consequences.
• Practical work: Sharing experiences and exchanging practices.

Defuse a latent conflict

• Anticipate conflict.
• Determine the expectations and needs of your colleagues.
• Welcome their requests and demands.
• Assert yourself to better defuse conflicts.
• Understand, accept your emotions and know how to deal with those of your interlocutors.
• Develop your assertiveness.
• Recognize the three types of attitudes conflicts: the victim, the persecutor and the savior.
• Practical work Situations be assertive to defuse a conflict.
• Get away from psychological games.
• Debriefing collective.

Resolve an open conflict

• Appropriate regulatory tools
• Intervene as a mediator: question and listen neutrally.
• Know how to reformulate, argue and refute.
• Develop a conflict avoidance strategy.
• Define room for maneuver, determine feasible options.
• Find a consensus, propose the best alternative solution.
• Practical work: resolving a conflict with the mediator.
• Collective debriefing.

Managing conflicts in management situations

• Resolve a conflict during an evaluation interview.
• Manage conflicts due to delegation situations.
• Practical work: Filmed scenarios: resolve a conflict during an evaluation interview or a delegation mission.
• Collective debriefing.

Dealing with violent conflict

• Get out of the relational impasse.
• Control your emotions and those of your interlocutor.
• Practical work: Simulations with difficult personalities.
• Manage difficult personalities.
• Analyze behavior in difficult situations.
• Debriefing focused on managing emotions.

Supporting the post-conflict

• Return
• Capitalize to progress in your management.
• Practical work: Feedback and implementation of an action plan.

Description

Exploring theatrical techniques and applying them to develop and assert one's leadership is the objective of this theater workshop. You will learn to measure the impact of your behavior and your communication, to identify the way your employees operate, and to encourage their involvement.

Who is this training for ?

Training objectives

Identify your relational profile
Identify and modify your beliefs and perceptions
Develop your verbal and physical ease
Strengthen your self-confidence and your strength of conviction
Explain your objectives and decisions to involve your colleagues

Training program

Get to know your personality better

• Identify the different personality types.
• The affirmation axis and the expressive axis.
• Recognize your own profile.
• The D.
• E.
• F.
• I.
• Establish your leadership.
• Exercise Self-diagnosis.
• Collective and individual reflection.

Theatrical techniques to develop relational skills

• Measure the gaps between "what I believe I am showing and what is perceived".
• Accept differences in perception.
• Identify and modify beliefs .
• Overcome differences and overcome blockages.
• Resolve conflict situations.
• Scenario Fun exercises.

Theatrical techniques to strengthen your impact on your teams

• Identify the contributions and motivations of your colleagues.
• Adapt your messages according to situations and individuals.
• Know how to explain the objectives.
• Adapt your behavior to share your vision, explain decisions and encourage involvement.
• Exercise Scenarios and role plays.

Experiment with your leadership posture

• Dare and get involved: learn to put yourself in the spotlight.
• Mobilize your resources in the face of an unexpected situation.
• Use your story: your experience , its perspective.
• Discovery of oneself and its potential.
• Exercise Scenarios, role plays based on the reality of the participants: informal, formal situations.

Theatrical techniques to be an actor in your communication

• Communicate with your being: the EPI (emotional, physical, intellectual).
• Bodily ease: dynamism, fluidity, ability to speak with your body.
• The look, the first vector of exchange.
• Identify, accept and manage your emotions.
• Strengthen your confidence in yourself and in others.
• Exercise rnFun exercises, put into practice on typical situations encountered by the participants: face-to-face situations, in groups.

Take leadership and lead in all situations

• Strengthen your ability to convince, to lead.
• Be proactive, develop your creativity.
• Be realistic in your expectations.
• Ensure the cohesion of your team.
• Role play Practice in fun situations.

Description

At the end of the course, each participant will be able to understand their position and their role vis-à-vis their hierarchy, their alter egos and their collaborators, and will thus be able to identify their areas of progress.

Who is this training for ?

Training objectives

Adapt your positioning and communication with regard to corporate culture
Evaluate the quality of your relationships with your colleagues and your hierarchy
Analyze and control risks in your activity
Manage your activity using dashboards
Define motivating objectives for its teams and evaluating their performance

Training program

The manager and the company

• Skill 1: knowing how to decipher corporate culture.
• Operational planning and its risks.
• The strategic manager: how to proceed?
• Skill 2: collaborate.
• Relationships with hierarchy and alter egos.
• Skill 3: communicate in the company.
• Types of communication in the company.
• The seven rules of communication.
• Collective reflection Brainstorming discussions.

Me as a manager

• Skill 4: relationships with others.
• Communicating: a question of filter.
• Escalation.
• Divergences.
• Tensions.
• Blockages.
• Open conflict.
• Skill 5: manage your time.
• Typical dysfunctions.
• Audit your daily life.
• Priorities, planning.
• Interviews.
• Knowing how to say
• Skill 6: analyze and evaluate risks to decide.
• The different types of risks.
• Risk management.
• Skill 7: build and manage dashboards.
• From the need (target) to the dashboard (solution).
• Skill 8: carry out a diagnosis , analyze a problem, the causes.
• Propose contradictory scenarios.
• Skill 9: report (the substance), restore (the form).
• The different types of report.
• Synthesize.
• Argument.
• ExercisernDefuse a conflict.
• Reproduce according to the method APPROACH.

The manager and his colleagues

• Skill 10: transmit/define objectives.
• How to delegate, motivate, mobilize, support, plan.
• The portfolio of activities.
• The action plan.
• Management methods.
• Skill 11: manage: evaluate performance and skills.
• Why evaluate ? Employability and skills.
• Evaluate a "Non Performer".
• Reward/sanction.
• Skill 12: lead meetings.
• The different types of meetings.
• Preparation, animation.
• The closing and the post-meeting.
• Exercise Prepare for a meeting in subgroups.

Description

Adapt your managerial verbal and relational communication by decoding the behavioral structures of your employees and managing their emotional potential. Promote constructive relational developments, know the stages of evolution of a crisis situation and strengthen self-control.

Who is this training for ?

Training objectives

Understand emotional mechanisms
Strengthen self-control in destabilizing situations
Identify relational games
Manage delicate emotional situations
Act constructively on the team's emotions

Training program

Understanding the emotional dimension of management

• Identify the key skills of relational management.
• Decode the behavioral structures of individuals in a professional environment.
• Listening and responding to relational needs.
• Understand emotional mechanisms.
• Anticipate and manage the reactions of individuals in "aggressive" situations.
• Understand emotional "fears" and manage the associated stressful thoughts .
• Control the self-control process.
• Analyze key behaviors in destabilizing situations.
• Practical work Self-assessment test of emotional processes.

Develop your emotional competence

• Identify the factors of progress and the factors blocking emotionality.
• Manage
• Identify the "scenarios" and distortions in exchanges.
• Support your interlocutor in identifying their interpretations and misunderstandings.
• Manage delicate emotional situations.
• Unblock difficult situations by seeking common ground.
• ScenariosrnCase scenarios of "difficult message".
• Debriefing with individualized analysis.

Identify and manage the emotional reactions of interlocutors

• Learn to avoid emotional "pollution".
• Identify relational games.
• Help your interlocutors experience emotional growth.
• Scenarios Scenarios in cases of "emotional messages".
• Debriefing with individualized analysis.

Support collective emotions

• Approach the team as an emotional entity.
• Unite your teams around constructive emotions.
• Manage collective emotion by mastering the development process
• Remove resistance.
• Establish a development partnership.
• Optimize your emotional resources by identifying the "role" most suited to the situation.
• Use verbal structures to consolidate your "role".
• Scenario Scenario of a delicate situation.
• Debriefing with analysis individualized.

Description

Relational agility is an essential efficiency factor to respond to the challenges encountered by managers faced with profound transformations in the company. You will develop your ability to adapt, your flexibility and your behavioral ease to be more efficient.

Who is this training for ?

Training objectives

Expand knowledge of oneself and others to develop relationships Trust yourself and challenge certain limiting beliefs Assert yourself with authenticity in the way you behave and assume your responsibilities Take into account the feelings underlying behaviors to optimize your relational strategies Overcome behavioral rigidities which are the major obstacles to performance

Training program

Practice openness to yourself and others

• Experience and understand the dual dynamics of openness to oneself and to others.
• Identify the different levels of consciousness in communication.
• Use the method openness to resolve relational difficulties.
• Practical work Exercise: group, sharing of experiences, analysis grid, application to personal cases.

Increase your personal determination

• Question your capacity for choice and personal responsibility in your life.
• Understand the impact of your choices on your habits of thinking and behaving.
• Become aware of your ability to change your habits.
• Practical work Scenario and debriefing, conceptual contribution, group discussion, sharing of vision.

Improve your behavioral dynamics

• Develop knowledge of oneself and others in the three types of behavior: inclusion, control and openness.
• Identify feelings in the three FIRO® behaviors: feelings of importance, competence , kindness.
• Understand the fears underlying the three behaviors.
• Clarify the notion of self-esteem in relation to one's self-image and understand the impact on behaviors.
• Practical work Visualization, self-assessment and FIRO® Behavior feedback, group exercises, appreciative storytelling.

Become more agile by freeing yourself from behavioral rigidities

• Identify preferential defensive behaviors to protect yourself from archaic fears.
• Determine courses of action to better manage defensive behaviors.
• Strengthen self-esteem of oneself to overcome behavioral rigidities and increase one's agility.
• Practical work Role play with debriefing, self-diagnosis, personal plan to strengthen one's self-esteem and agility.

Description

Who is this training for ?

Training objectives

Training program

Diversity issues

• Cultures and diversity.
• Emotional rules.
• The repercussions on exchanges between individuals from different environments.

Understanding the differences

• Expectations based on individual specificities.
• Cultural personalities.
• The impact of difference on our exchanges.
• The response and protection process.
• Practical work Scenarios on multicultural interviews.
• Cases filmed and analyzed.

Managing diversity on a daily basis

• Turn diversity into wealth.
• Energize intercultural groups.
• Understand the common bases.
• Respect and organize them differences.
• Base motivation on common values.
• Interpret objectives according to expectations.
• Practical work Group work on international meeting .
• Cases filmed and analyzed.

Attitudes to reduce the impact of differences on management

• Be focused on "positive intention".
• Identify specificities through active listening.
• Recognize the other.
• Adopt the right attitudes in interpersonal exchanges.
• Practical work Scenarios on difficult interviews.
• Cases filmed and analyzed.

Tools to reduce the impact of differences on management

• Apply the support process.
• Communicate while taking differences into account.
• Develop your adaptability.
• Take advantage of differences.
• Practical work Scenarios during project interviews.
• Cases filmed and analyzed.

Mastering diversity in a team

• Ensure the constitution of your group through diversity management.
• Develop a strong sense of belonging between team members.
• Facilitate decision-making in heterogeneous groups.
• Get individuals from different environments to collaborate.
• Practical work Scenarios during team meetings.
• Cases filmed and analyzed.

Description

The speed and relevance of decisions constitute a major challenge: it involves making choices while managing a significant level of uncertainty. This training will allow you to develop agility, anticipation, reactivity, communication skills, qualities essential to decision-making.

Who is this training for ?

Training objectives

Identify your dominant decision-making style
Identify blockages in the decision-making process
Analyze and evaluate the risks of important decisions
Decide in emergency and crisis situations
Get others to agree with the decision

Training program

Develop your strengths to make better decisions

• Situate the different approaches to decision-making.
• Identify your dominant decision-making style.
• Identify the emotional and methodological difficulties to decide effectively.
• Identify and remove obstacles to decision-making.
• Clarify the expectations of the interlocutors.
• Identify high-stakes decision-making situations.
• Better know your strengths and your points of vigilance.
• Practical work Positioning test on your decision-making style.
• Scenarios: problem solving.
• Collective debriefing.

Practice effective decision making

• Creative methods to broaden the field of options.
• Anticipate important decisions: analysis and assessment of risks.
• Visualizing your decisions : the scenario method.
• Decide alone or in a group.
• Practical work Scenarios: collaborative decision.
• Collective debriefing.

View the decision as a process

• Identify and avoid the pitfalls of good decision-making.
• Prepare and develop the decision.
• The main decision-making tools.
• Practical work Scenarios: analysis of options and possibilities.
• Collective debriefing.

Deciding in a complex situation

• Take the short term and medium term into account in your decision.
• Decide in an emergency situation, in a crisis situation.
• Determine the type of decision-making process to be favored in an emergency.
• Reconcile analytical approach and intuitive approach.
• Practical workrnScenarios: group decision-making.
• Collective debriefing.

Getting your employees to support your decisions

• The key points of effective communication.
• Communicate to empower people.
• Make others adhere to your decisions.
• Practical work Scenarios: sell your decisions.
• Collective debriefing.

Moving from decision to implementation of solutions

• Develop an action plan to implement and monitor.
• Take stock of the actions.
• Practical work Scenarios : translate your decisions into actions.
• Collective debriefing.

Identify your managerial functioning

• Determine the skills, motivations, limits linked to your missions.
• Identify and remove your own obstacles.
• Establish a different posture and outlook.
• Exercise Establish your own relational map.

Description

The digital revolution impacts all stakeholders in the company, including managers. This internship will introduce you to the challenges of new collaborative work tools. You will see in particular how to support your teams and make your employees actors of these changes.

Who is this training for ?

Training objectives

Know and use new digital tools wisely
Manage cross-functionally, remotely and in a desynchronized manner
Use internal and external social networks
Choose a mode of communication adapted to new generations

Training program

Understand and apply new working methods

• Understand the new business ecosystem: the growing integration of service providers, customers and suppliers.
• Understand the merger of customers and suppliers into partners.
• Manage an organization made up of service providers.
• Integrate the notions of transversality, distance, desynchronization into your management.
• Case study Project management with 100% providers.

Optimize your management and managerial communication

• Use social media to simplify customer acquisition and management.
• Integrate "permission marketing" into your internal and external communication.
• Expand a corporate social network: carry out internal Community Management, set rules of use.
• Personal Branding and brand image: manage your e-Reputation and that of your company.
• Collective reflection Optimization of the use of corporate social networks and email management.

Adopt the work philosophy of generations Y and Z

• Work 100% digital: instant messaging, VoIP, Optical Character Recognition, voice recognition.
• Dynamicly manage your knowledge and skills: capitalize on knowledge, mobilize your resources.
• Integrate fun applications into your management.
• Support and encourage your teams to embrace digital change.
• Case study Management of a technical and human change.

Description

Speech is an essential communication tool, it incites action. Properly assured, it mobilizes energies, promotes listening and support. This training will teach you to work on your voice, to develop your expression to assert your posture and gain ease and strength of conviction.

Who is this training for ?

Training objectives

Speak effectively Communicate a positive image Share your beliefs Project and modulate your voice Develop your emotional expression

Training program

Speak effectively

• Adopt an open posture.
• Strengthen your support, anchor yourself.
• Project your voice to assert yourself.
• Arouse 'listen.
• Free your gestures.
• Move freely in space.
• Use the techniques of great speakers.
• Exercise: Postural, vocal and behavioral training.
• Listening and analyzing the voices of great speakers.

Strengthen your oral communication

• Understand what is at stake in oral communication: information, relationships.
• Optimize your non-verbal and para-verbal communication: posture, voice, gestures, space.
• Develop active listening.
• Adapt the tone of your speech to your audience.
• Collect feedback and take it into account.
• Develop your attractiveness to encourage support.
• Role play Mime a text then say it.
• Collect feedback.
• Create a character.

Make your speech lively and convincing

• Play on mobilizing intentions.
• Convince to motivate action.
• Be authentic, open to improve your performance.
• Dramatize to captivate your audience.
• Transmit your enthusiasm.
• Master the entirety of your intervention.
• Scenario Individual coaching on "the 'entering the stage", games on mobilizing intentions.

Develop your leadership

• Communicate a positive image.
• Establish a climate of trust by using your voice.
• Share your convictions.
• Identify your style.
• Transmit your vision clearly.
• Keep your goal in perspective.
• Role play Interpret a scene.
• Three minutes to convince.

Develop your leadership

• Communicate a positive image.
• Establish a climate of trust by using your voice.
• Share your convictions.
• Identify your style.
• Transmit your vision clearly.
• Keep your goal in perspective.
• Role play Interpret a scene.
• Three minutes to convince.

Develop your emotional expression

• Recognize, accept and channel your emotions.
• Self-observe and relax.
• Use your voice to release your emotions.
• Find your emotional stability.
• Identify and counter stressful situations.
• Show your involvement.
• Exercise: Test on little voices , binding messages.
• Breathing, relaxation, visualization.

Improve your performance

• Highlight your strengths.
• Dare to surpass yourself.
• Destabilize your beliefs to adopt more helpful behaviors.
• Develop your own strategies success.
• Role playing Change point of view.
• Define your resources and paths for progression.

Description

This training will allow you to develop, using Lean and Agility tools, a strong managerial posture that creates added value. You will acquire new keys to unite, direct and stimulate the collective intelligence of your teams and thus increase their efficiency.

Who is this training for ?

Training objectives

Understand the components of agile management Adapt agile principles to your managerial style Integrate a value creation approach Promote the collective intelligence of teams Develop and sustain team performance

Training program

Strengthen your management using Lean and Agile principles

• Decode current management issues.
• Identify your values ​​and strategic personal resources.
• Discover the concrete managerial responses of Lean and Agile.
• Practical work Serious Game and collective analysis.

Manage your activities with Lean performance principles

• Understanding Lean value creation: the 7 principles.
• Integrate value creation levers into your managerial style.
• Adopt a global approach to creation of value: Value Stream Mapping.
• Practical work Workshops on value creation and the managerial role.

Manage your activities with Lean performance principles

• Understanding Lean value creation: the 7 principles.
• Integrate value creation levers into your managerial style.
• Adopt a global approach to creation of value: Value Stream Mapping.
• Practical work Workshops on value creation and the managerial role.

Create the performance conditions of the Agile team

• Define the key performance elements of your teams.
• Understand the needs and motivational elements.
• Understand the mechanisms for establishing and maturing a team.
• Define a concrete action framework for the team: responsibility, coordination and cooperation, delegation.
• Exercise: Game on delegation choices.

Develop a dynamic of excellence

• Understand the learning dynamic.
• Define the needs and improvement levers of your teams.
• Manage excellence with Agile tools: Perfection Game , Starfish.
• Exercise: Exercise: retrospective: Speedboat.

Develop a dynamic of excellence

• Understand the learning dynamic.
• Define the needs and improvement levers of your teams.
• Manage excellence with Agile tools: Perfection Game , Starfish.
• Exercise: Exercise: retrospective: Speedboat.

Instill an Agile culture, action plan

• Understand the dynamics, stages and levers of change.
• Manage opposition and difficulties.
• Sell Agility to the customer, to middle management, to management , to the teams.
• Define an Agile transformation approach.
• Collective reflection Workshop on change management.

Description

Used well, your power of influence is a powerful lever to improve cooperation within your teams and strengthen your leadership. This internship will allow you to effectively work on your communication techniques to develop your influencing skills.

Who is this training for ?

Training objectives

Know your leadership style
Evaluate your power and that of your interlocutors
Valuate to involveThwart manipulation attempts
Influence in a difficult environment

Training program

Be influential, send messages

• Power, authority and influence.
• Take power and power at my disposal.
• Evaluate your strategic position and your level of influence within your organization .
• Exercise: Exercise: application on real cases encountered in business.

Strategies and leadership

• The six influence strategies and the power matrix.
• Identify your leadership style and evaluate your influence.
• Develop your assertiveness and strength of conviction .
• Imagine the future and possible scenarios.
• Carry out a 360° to optimize skills and potential.
• Exercise: Collective reflection on the reasons and means of the power of influence in his work.

Apply essential techniques

• Be oriented "Plug" and "Play", or how to stay in the landscape in action-reaction mode permanently.
• Know and enter the "bubble" on the other, to better understand each other and save time.
• Show your difference, your specificity, your originality, your exemplarity.
• Value employees: move from being a collaborator hostile to neutral and from neutral to ally.
• Promote the group's values.
• Capitalize on what cements, reinforces, makes stronger.
• Move from 'a strategy "to convince" to "to make people understand".
• From a "One shot" strategy to a "sustainable" strategy.
• Exercise : Create a personalized progress plan.

Apply essential techniques

• Be oriented "Plug" and "Play", or how to stay in the landscape in action-reaction mode permanently.
• Know and enter the "bubble" on the other, to better understand each other and save time.
• Show your difference, your specificity, your originality, your exemplarity.
• Value employees: move from being a collaborator hostile to neutral and from neutral to ally.
• Promote the group's values.
• Capitalize on what cements, reinforces, makes stronger.
• Move from 'a strategy "to convince" to "to make people understand".
• From a "One shot" strategy to a "sustainable" strategy.
• Exercise : Create a personalized progress plan.

Build a positive energy action plan

• Thwart negative forces: manipulation, hostility, perversity.
• Get out of the drama triangle and influence in a difficult, hostile, unhealthy environment.
• Capitalize on humanity : move from negative energy to positive and creative.
• Establish effective, understood, accepted and applicable rules of cooperation.
• Manage all types of situations.
• Prevent requests.
• Be a recognized manager: internally and externally.
• Have a vision, a project for the future.
• Role playing Team problem solving.
• Role playing and collective debriefing.

Description

An essential quality of a manager is that of applying to oneself what one asks of others. This internship will allow you to adopt a new managerial behavior centered on a fair balance in the relationship with your colleagues, to develop confidence and individual efficiency.

Who is this training for ?

Training objectives

Understand and develop your altruism Strengthen your charisma by relying on your strengths Practice exemplarity in your daily professional life Create relationships of trust using the A
C
E model

Training program

Develop your altruism

• Define altruism.
• Identify the elements and benefits of altruism.
• Expand your field of vision on others, events and yourself .
• Master the position of perception.
• Increase your sense of observation and listening.
• Develop your intuition.
• Scenario Scenario on mastering a perception position and analysis of the result obtained.

Identify your managerial skills

• Identify your strengths and values ​​at work.
• Define your professional and personal limits.
• Know how to transmit knowledge.
• Recognize mistakes and agree to change perspective.
• Develop your adaptability.
• Collective reflection Identify your skills and personal areas for progression.
• Exchanges .

Strengthen your charisma

• Identify your communication objectives.
• Understand and adapt your body language.
• Transmit a positive attitude.
• Develop your sense of 'anticipation.
• Using multiple behavioral intelligences.
• Scenarios Filmed scenarios: knowing how to use multiple intelligences to increase your charisma.

Practice exemplarity

• Understand the notion of exemplarity.
• Differentiate between "being fair" and "being exemplary".
• Transmit your passion.
• Develop your role as a mentor.
• Communicate "feedforward" and know how to construct feedback.
• Strengthen your creativity.
• Scenario Filmed scenarios: communicate "feedforward", develop adaptability.
• Collective debriefing.

Integrate the A.C.E model into your management

• Master transformational language.
• Search for the factual, develop neutrality.
• Carry out a personal and professional analysis, develop questioning to move forward.
• Define objectives, goals to achieve.
• Use visualization as a mental preparation tool.
• Scenario Role plays on implementation personal data of model A.
• C.
• E.
• Shares.

Description

This internship will allow you to acquire methods, tools and reflexes to improve the mobilization of your internal or external partners. You will discover in particular how to implement the strategy of allies, optimize your communication and develop your capacity for persuasion and influence.

Who is this training for ?

Training objectives

Evaluate your leadership, your strategic position and your influence
Implement the strategy of allies
Promote and give signs of recognition to your partners
Transmit useful information at the right time
Develop your assertiveness and your ability to persuade

Training program

Leadership, mobilization and influence strategy

• Know how to distinguish power, authority and influence.
• Understand influence strategies and the power matrix.
• Evaluate your leadership, strategic position and influence within its organization.
• Practical work Self-positioning tests, feedback and collective exchanges.

Implement the allies' strategy

• List your allies: carry out a grid.
• Distinguish allies, opponents and passives.
• Carry out a classification: draw up a map of partners.
• Understand the socio-dynamics of partners.
• Mobilize your allies, create your network of allies.
• Practical work Case studies and implementation of the strategy allies on his own organization.

Mobilize and involve your partners

• Create a climate of trust for exchanges with your partners.
• Value your partners: transform a hostile partner into a neutral partner and a neutral into an ally.
• Give signs of recognition.
• Practice active listening to better understand your partners Promote the values ​​of the organization and capitalize on the positive aspects of the partnership relationship.
• Think about "sustainable strategy" and plan for the future.
• Practical work Case studies and role-playing.

Communicate to better mobilize

• Know the different processes and communication channels.
• Optimize upward communication: set up dashboards and reporting and alert tools.
• Improve your downward communication: knowing how to transmit the right information at the right time.
• Scenario Role plays and scenarios on leading information meetings.

Develop your ability to influence

• Develop your assertiveness and your ability to persuade.
• Legitimize your function and your role.
• Develop your non-hierarchical authority.
• Win in authority and charisma.
• Show your difference, your specificity, your originality and your exemplarity.
• Express yourself in a positive way.
• Scenario Role plays on the charisma and legitimacy of a manager vis-à-vis partners.

Description

Knowing how to question well allows you to establish an interactive exchange with a view to moving forward together and reaching an agreement. This course will allow you to identify the types of questions and learn how to get your interlocutors to talk to focus your relationships on the objectives you have set for yourself.

Who is this training for ?

Training objectives

Question to establish an interactive and constructive exchange
Learn to make your interlocutors talk to achieve your objectives
Question to progress, convince and decideAdopt a listening attitude to question better
Manage delicate questions that impact the quality of the relationship

Training program

Why use questioning

• Understand the usefulness of questioning.
• Questioning as an essential tool in the communication process.
• Adopt a listening attitude to better question.
• Remember the six key points of interpersonal communication.
• Decoding the different message levels - The metalanguage.
• Practical work Self-diagnosis of your communication practice questioning.

Knowing how to question the metalanguage of your interlocutor

• Discover the metamodel, a tool for questioning metalanguage.
• Know how to question the specificities of language: precise facts, presuppositions, judgments, distortions and generalities.
• Formulate constructive questions for oneself and others.
• Know how to deal with objections and bounce back.
• Practical work Practice how to deal with objections with the metamodel.

The art of questioning in the service of relational effectiveness

• Match your questioning and your objective.
• Keep control of the dialogue while respecting your interlocutor.
• Question to progress, convince and decide.
• Know how to respond by practicing assertive communication.
• Practical work Simulations of high-stakes professional dialogue situations.

Conclude the dialogue

• Identify the key elements for a successful conclusion.
• Presentation of different conclusion techniques.
• Keep control until the end of the dialogue.
• Ensure verbal and non-verbal coherence.
• Practical work Practice concluding interviews using the different techniques proposed.

Description

During certain meetings, the facilitator may be required to manage conflicting or delicate situations. This training will allow you to understand the different methods to deal with it and thus adopt appropriate behaviors.

Who is this training for ?

Training objectives

Manage conflicting or delicate situations in meetings Manage groups by identifying participant behaviors Facilitate meetings in complex situations Send a message and learn to structure your speech Use problem solving tools

Training program

Group management

• Identify the stages of forming a group during a meeting.
• Learn to position the group in its evolution.
• The four stages of forming the group.
• Understand the recognition needs of participants at each stage.
• Use behavior analysis tools.
• Know how to identify the behaviors and relational needs of participants. participants.
• Learn to anticipate reactions.
• Practical work Research for dominant states of participants, filmed sequences of attitudes and change in behavior.

Managing meeting participants

• Identify changes in behavior.
• Recognize listening filters: generalization, distortion, selection.
• Manage different "ego states" participants in a meeting.
• Manage the relational needs of participants.
• Adapt your speech according to the interlocutor.
• Reformulate your speech to optimize understanding.
• Practical work Simulation of a work meeting.

Facilitating meetings in complex situations

• Take into account the specificity of the participants.
• Learn how to lead a meeting by interacting with the participants.
• Know how to bounce back.
• Adapt his style of animation according to the events and the objective to be achieved.
• Use the four types of animation in response to unforeseen events and participants.
• Satisfy the needs of difficult participants.
• Practical work Recognize different behaviors in meetings.
• Know how to manage these people and make them allies.

Tools for facilitating complex meetings

• Anticipate blocking situations.
• Learn to structure your message.
• Message, objectives/advantages, intentions/benefits.
• Know how to convey a message in line with the relational needs of the participants.
• Resolve conflicts and disagreements.
• Know how to be a mediator, tools and behaviors.
• Use problem-solving tools.
• Practical work Filmed sequence: meeting animation.
• The participants take turns becoming facilitators.
• Management of objections and aggressive reactions.
• Management of a problem in a meeting based on real cases.

Description

The objective of this training is to learn to decode the attitudes and expressions of an interlocutor, in order to move towards more authentic communication. At the end of this course, you will be able to adapt your posture and your speech according to your interlocutor to be able to communicate better.

Who is this training for ?

Training objectives

Training program

Behaviors

• The origin and construction of behavior.
• The different types of behavior and their characteristics.
• What is hidden behind a behavior.
• The differences between personality and behavior.
• The interaction between personality and behavior.
• Scenario Case study to understand the characteristics of the different types behaviors.

Perception

• Perception biases.
• How to refine your perception?rnThe influence of words, numbers, images: how to thwart attempts at manipulation?rnAnalysis of the construction of a discourse.
• Prejudices and beliefs.
• Detect the logical mode of operation of your interlocutor.
• Scenarior nRefine your perception and thwart attempts at manipulation.
• Training in pairs to detect the mode of operation of your interlocutor.

L'image

• The image that each individual shows.
• The image that is perceived by others.
• The part of the visual and the other senses.
• Solicit feedback from those around you.
• Improve your image Change the perception that others have of yourself.
• The importance of voice.
• Scenario Become aware of each person's image.
• Pair training to solicit and receive feedback.

Body cues to behavior

• Body positions: arms, hands, legs, feet.
• Changes in position.
• Detect areas of discomfort, tension in an interlocutor.
• Detect signs in your interlocutor and position yourself appropriately with their speech.
• Analysis of facial expression.
• Work practices Explore body positions and detect areas of discomfort in the interlocutor.
• Group feedback.

Non-verbal communication

• The basic rules of communication: functioning and interference.
• Non-verbal communication versus verbal communication.
• The language of emotions.
• Breathing as an index of perception.
• Calibration and synchronization with your interlocutor.
• Scenario Practice calibration and synchronization with your interlocutor.

Description

M_o_R® practices address the risks facing an organization at the strategic, program, project and operational levels. This internship will allow you to consolidate your knowledge of this framework and also prepare you for the M_o_R Practitioner level certification from APMG.

Who is this training for ?

Training objectives

Define the key principles of effective risk management
Apply the main components of the M_o_R® risk management process
Know how to manage risks at the strategic level, at the program and project level, and at the operational level
Identify techniques useful in the different stages of the risk management process

Training program

Introduction to M_o_R® Practitioner

• Reminders of M_o_R® objectives.
• Specific objectives of M_o_R Practitioner.
• The M_o_R® Practitioner certification exam.
• Preparation tips.
• Presentation of the official M_o_R® manual.
• The M_o_R® approach to risk management.
• Identify the benefits provided by M_o_R ®.
• Exchanges Exchanges on the practice of risk management in different organizational contexts.
• Use of the M_o_R® framework and its contributions.

The princes of M_o_R®

• Details of the eight principles of M_o_R®.
• The benefits associated with the application of these principles.
• The mechanisms that support these principles: KPI, EWI, tolerance threshold, stakeholders, maturity model.
• The adaptation of the principles to the practice of risk management in a specific organizational context.
• The role of communication and stakeholders in a risk management process according to M_o_R®.

The M_o_R® approach, the content of the reference documents

• The risk management policy.
• The process guide.
• The risk management strategy.
• The risk register and the problem register.
• The risk management improvement plan.
• The communication plan.
• The risk response plan.
• Organizational factors to consider when creating M_o_R® reference documents.

The prospects of M_o_R®

• The integrated approach to risk management through perspectives (strategic, program, project, operation).
• The performance of the process of measuring the added value of risk management .
• Adapt the M_o_R® model to the specificities of the organization for the four perspectives.
• Identify the appropriate actions, techniques, roles and responsibilities for the implementation of the M_o_R® model .
• Useful techniques: Delphi, hypothesis analysis, constraint analysis.

Description

Reception at the hospital is an act of meeting between a caregiver and a patient. A successful reception creates a climate of trust, necessary for the smooth running of the hospitalization. Communication appears to be the essential pillar of a good welcome.

Who is this training for ?

Training objectives

Improve the quality of reception and the satisfaction of the patient and those around them
Understand the challenges and good practices of reception
Develop your involvement and skills in reception
Manage difficult situations
Transmit the keys to a warm welcome to new arrivals

Training program

Define reception issues in patient care

• Identify your reception missions in your daily practice.
• Analyze the impact of reception on the quality of care and patient satisfaction.
• Understand the role of each person and the impact of team cohesion on the quality of reception.
• Practical work Video on reception criteria and care.
• Collective reflections on the issues of reception.

Understand good reception practices

• Self-diagnose your reception practices, strengths and areas for improvement.
• Know good reception practices and adapt them to your context.
• A.
• S.
• Practical work rnIndividual questionnaire and reflection collective on its reception practices.
• Transcribe the good practices retained.

Develop our skills to better welcome

• Learn the rules of good reception.
• Develop your communication skills.
• Learn the golden rules of positive communication and language.
• Practical work Case study and communication scenarios.
• Group debriefing.

Analyze difficult reception situations to better manage them

• Identify difficult reception situations: waiting, extra work.
• Analyze the triggering factors to act on the right levers.
• Identify among our reactions those who ignite the powder.
• Understand the other in their context to take a step back.
• Practical work Video on a difficult reception to analyze the trigger factors.
• Analyze your practice to gain perspective.
• Exercise: on emotions.

Dealing with difficult reception situations

• Develop empathy and assertiveness.
• Anticipate risky situations.
• Get out of these situations with a methodology.
• Pass on the keys to a good welcome to new arrivals.
• Individual action plan.
• Practical work Exercise: identification to practice empathy .
• Assertiveness questionnaire.
• Scenario.

Description

Through this training, the aim is to give caregivers involved in a caring relationship the means to conduct therapeutic interviews and to build a helping relationship that is respectful of the suffering subject.

Who is this training for ?

Training objectives

Define the helping relationship and understand the tools Allow staff to implement the support relationship necessary for patients Identify the different types and situations of interview Acquire simple helping relationship techniques to implement on a daily basis Reconstruct the interview for better therapeutic monitoring as part of the overall care process

Training program

Lay the foundations of the helping relationship

• First definitions: the notions of maintenance, helping relationships, care.
• How have the helping relationships and care evolved? The big ones theoretical currents of the helping relationship.
• Relational distance: a paradoxical expression.
• Criteria for defining quality care.
• Practical work Tour table to highlight the contrasts in the profiles of caregivers and the situations encountered.

Understand the tools of the helping relationship

• Respect for the person being cared for.
• Knowledge of one's own limits.
• Techniques and tools promoting communication.
• The attitudes in the helping relationship and the resulting behaviors.
• The pitfalls in the helping relationship.
• Avoiding them.
• The defense mechanisms of caregiver and patient.
• Practical work Production of a summary sheet of the key points of the helping relationship.
• Scenario exercises.

Understand what respectful care is

• Reinforce the feeling of security as support.
• Support the patient and promote their efforts: techniques.
• Maintain or restore autonomy.
• Practical work Collective reflection: study of clinical situations.

Perceive the interview as a key practice of the helping relationship

• Put yourself in the right frame of mind to approach an interview as a caregiver.
• Know the concept of the interview framework.
• Master the dynamics of an interview.
• Establish a relationship of trust.
• Understand the post-interview.
• Practical work Practical exercises on some skills useful techniques.

Define and put into practice an interview (mod. 1)

• The reception interview.
• The emergency interview.
• The informal interview.
• Practical work Presentation of each type of interview supplemented by practical applications and interview studies.

Define and put into practice an interview (mod. 2)

• The psychotherapeutic interview.
• The reframing interview after an incident.
• The exit interview.
• Work practices Presentation of each type of interview supplemented by role-playing and interview studies.

Description

The assessment of pain is made unclear both by the patient's difficulty in expressing it and by the heterogeneity of caregivers' knowledge and practices. This training aims to build a common base that allows pain to be assessed and the most appropriate care to be offered.

Who is this training for ?

Training objectives

Understand the challenges of identifying and tracking pain in hospitalized people Deepen knowledge about pain management Propose areas for improving professional practices

Training program

Know the pain management legislation

• Acute pain management protocols by teams.
• The four-year pain control plan.
• Priority required practices: prior interview evaluation.
• Presentation of HAS recommendations.
• Presentation of certification measures focused on pain.
• Exercise: Analysis of protocols in small groups.

Understand the different types of pain

• The physiology and chemistry of pain: perception, transmission, integration, control, effectors.
• The time factor in pain: growth, decay, intermittence, persistence, habituation.
• Acute pain/chronic pain: what specific neurophysiological mechanisms? Specific pain: cancer, dementia, pressure sores, diabetes, fibromyalgia.
• The psychological experience of pain.
• Case study Presentation of concrete clinical cases.

Improve pain screening and assessment

• Call signs, motor signs and signs of psychological regression linked to pain.
• Some pain screening tools: grids and rods, initial interview of evaluation.
• How to use the tools: Doloplus-2, ECPA, Mobiqual.
• Practical work Handling the tools.

Understand the need for teamwork

• The importance of daily observation by caregivers.
• The transdisciplinarity of pain assessment and monitoring: prevention, therapeutic education.
• Caring/taking care, does it eliminate pain? Means of personal and institutional resourcing.
• Collective reflection Creation of a sheet of available resources.

Learn about medicinal and non-drug approaches

• WHO protocols.
• The main families of analgesics and their pharmacokinetics.
• Clinical administration protocols, clinical monitoring, addictive risk.
• Non-drug therapies: sophrology, relaxation, hypnosis.
• Exercise: Workshops to put non-drug techniques into practice and case analysis of drug therapies.

Description

Caregivers cannot work without touching others and without being touched. And yet, there is little or no questioning around this particular sense, but also around the other four senses. This training will allow you to facilitate communication and relationships with touch techniques.

Who is this training for ?

Training objectives

Understand the importance of the impact of non-verbal communication Use gesture to establish a relationship of trust Adopt relational touch as an act of care Use touch techniques to facilitate communication

Training program

Better understand touch in patient support

• The conscious and unconscious image of the body, the body schema.
• Disturbances of the image of the body (the fragmented body, the fragmented body, the fragmented body.
• ) Body image and entering into a relationship.
• Non-verbal communication: what do we mean by non-verbal communication What are the senses involved? The body another language: the place of sensations, feelings and emotions in communication.
• Practical work Work on transmitting a story without using the verb.
• How do we send? How do we receive information? Setting up a contact situation before and after the relaxation session.

Discuss what touch represents for each of us

• Touch, a non-verbal language, a sensation before words.
• Characterize touch: definition, effects, types, levels.
• Touch in the construction of the subject's psychological and relational life.
• What place for touch in care? A touch different from the technical act.
• Touch which delimits the body : its relationship to identity (self-awareness, maintenance, connection to reality).
• Touch which allows the perception and expression of emotions and affects.
• Mise in situation Experimentation on oneself with relational touch, based on sensory deprivation.

Facilitate communication and relationships with touch techniques

• Perceive the expectations of others through their bodily attitude and gestures.
• Become aware of non-verbal communications and integrate the infra-verbal dimension into their responses.
• Learn to address the person (subject) bodily and not the body being cared for (object).
• Refine touch: contact during mobilization assistance and different care acts and daily life.
• Pain - anxiety: going through the body to relieve.
• The conditions and limits of touch.
• Implementation situation Group reflection based on the typology of patients, services, times, situations, etc.
• Practical situation.

Description

This training will focus on clarifying the specific needs of the person at the end of life in order to define which attitudes are most favorable to the establishment of an efficient caregiver/patient relationship that guarantees the dignity of the person.

Who is this training for ?

Training objectives

Better meet the expectations of people at the end of life and those around them
Help caregivers manage the emotional register
Understand each person's possibilities and the limits in supporting people and those around them
Develop multi-professional consultation

Training program

Understanding representations around the end of life

• Know the basic definitions: death, mourning, end of life.
• Understand the importance of cultural factors on the perception of death over time.
• Identify the taboo of death in society and its manifestations in healthcare practice.
• Collective reflection Exchanges on the theoretical and practical knowledge of the participants.

Understanding the meaning of palliative care

• Know the legislative framework for the end of life.
• Announce the diagnosis and entry into palliative care.
• Understand the specific needs of the dying person of life.
• Scenario Study of concrete clinical situations and role-play.

Control your reaction to death to remain professional

• Understand the caregiver's representations of death.
• Reconcile the desire to save and let die.
• Integrate your personal conception of death into your practice as a caregiver .
• Analyze the psychological mechanisms put in place to overcome the death of others.
• Manage your emotions.
• Exchanges Analysis of professional practices .

Integrate the entourage into the care

• Reassure thanks to the intimacy of the bond with the family caregiver.
• Understand and support the suffering of those around you.
• Become aware of the impact of death on the family system.
• Managing the place of loved ones in the terminal phase.
• Helping families enter the grieving process.
• Reflection collective Exchanges on the resources that families have to cope.

Know and develop the resources available in support

• Position the helping relationship in the context of palliative care.
• Adapt your listening to hear what is not said, to understand the anguish of the dying person.
• Use the institution and relays as resources and "container".
• Rely on associations as an external contribution weighing the transfer at stake in the relationship .
• Practical work Simulation of an interview with a patient and/or those close to them.
• Creation of resource sheets.

Description

Communicating well between colleagues in the same team strengthens available energy, motivation and therefore the quality of life at work. This training will allow you to develop your communication skills in caring for patients.

Who is this training for ?

Training objectives

Define team communication and its challenges Know your preferred mode of communication Acquire interpersonal communication methods Managing difficult communication situations Take a step back and know how to manage your emotions Standardize and transmit good communication practices to the team and new arrivals

Training program

Define team communication and its challenges

• Define the role of communication in a team.
• Locate your place as a communicator vis-à-vis your colleagues.
• Evaluate the impact of communication on quality of life at work and care.
• Take into account the recommendations of the HAS.
• Practical work Video on communication in a work team .
• Answer a questionnaire and build your team's communication plan

Develop your skills to better communicate with your colleagues

• Identify your mode of communication: focused on the task or on the relationship.
• Cross the barrier of your habits and dare to change.
• Develop an assertive attitude , caring and empathetic.
• Acquire active listening techniques and the principles of Non-Violent Communication (NVC).
• Optimize your communication through "body language".
• Practical work Quizzes on assertiveness.
• Exercises on empathy.
• Scenarios on active listening techniques and CNV.
• Video to decipher "body language".

Managing difficult communication situations

• Analyze the factors that trigger tension or conflict.
• Accept the other in their personality and in their context.
• Know tips for better controlling your emotions .
• Defuse the escalation of conflict by recreating the interpersonal bond.
• Choose the winning objective with transactional analysis.
• Practical work Case study, difficult situations.
• Scenarios, look for the winner/win.
• Exercise, management of emotions.
• The transactional analysis on the winner/win

Offer your team tools to promote communication

• Develop an action plan to facilitate communication with colleagues.
• Anticipate delicate situations.
• Select the tools to transmit to your department and new arrivals.
• Build your individual action plan: define the objectives and expected results with your colleagues.
• Practical work Synthesis and writing of communication rules for your team.

Description

This internship will allow you to understand your reactions to stress and to respond positively to problems and other stressors that arise in your professional life. You will learn to find within yourself and around you the resources necessary to maintain an optimal level of energy.

Who is this training for ?

Training objectives

Know the main manifestations of stress Understanding the different internal states Develop visualization and appropriate questioning Practice anti-stress breathing and breathing Use acupressure techniques

Training program

Understanding stress: causes and consequences

• Triggers in the professional environment: identify your own triggers.
• Understanding stress according to Paul Mc Lean's three brains theory.
• Know your stress symptoms stress.
• Physical, behavioral, emotional, relational and intellectual symptoms.
• Exercise: Self-positioning: use of collective questioning and an individual questionnaire.

Stress and negative internal states

• Definition and characteristics of internal states: emotions, states of consciousness, mood.
• The scale and sequence of internal states: the vicious circle of stress.
• The four levers of internal states: thought, relationships, body and environment.
• Describe individual strategies and good practices to regain good energy.
• Exercise: r nDefinition of an individual action plan and presentation to the group.

Preventing stress: body and energy techniques

• Using emotions as signals and indicators of our current state.
• Emotional guidance and notion of inductive prediction.
• Using visualization before an event, a meeting or an action considered high stakes.
• Learning body movements to relax and energize.
• Questioning adapted to reverse negative thoughts that disrupt our emotional level.
• Exercise: Locate emotional messages.
• Practice visualization, movements and energetic questioning.

Managing stress: body and energy techniques

• The adjusted expression of negative emotions (verbal, bodily, in writing).
• Practice of anti-stress breathing and relaxation.
• The use of acupressure techniques (manual stimulation of acupuncture points) to regain serenity.
• The process of positive phrasing with visualization for better self-esteem.
• Exercise: Physical and energetic training to relieve stress.

Description

Writing is a tool used every day. It is essential to the proper functioning of its service and health establishment. You will learn to overcome your fears of writing to develop your skills through the acquisition of a methodology to save time and progress in your career.

Who is this training for ?

Training objectives

Improve the quality and effectiveness of one's writings: write and take notes
Facilitate written transmissions and continuity of care
Respect the legal framework of writings and their objectivity
Standify professional writings
Enhance one's image and that of one's service and its establishment through quality writing

Training program

Identify our professional writing practice

• Self-diagnose our practice: our habits, our obstacles, our strengths and our areas of progress.
• Take another look at the written word: desacralize it and overcome our fears.
• Reflect on the issues and impacts of writing in our daily professional practices.
• Practical work Questionnaire to evaluate our practices.
• Individual and collective reflection on the writings.
• Written summary of the work.

Acquire a methodology to gain efficiency

• Identify the types of writing in our service.
• Understand the writing methodology.
• Take the recipient(s) into account.
• Define the objectives of each of our writings.
• Clearly identify our ideas and classify them before writing them.
• Practical work Case study to assimilate the methodology.
• Practical work on our professional writings.

Write with ease and conviction

• Integrate the keys to successful writing.
• Practice writing with short sentences and correct words.
• Respect the vocabulary and style of our professional sector.
• Explain, convince and demand without hurting.
• Exercise: Practical work on writing.
• Exercises on vocabulary and style.

Structuring and synthesizing: proposing clear and concise writing

• Develop your written synthesis skills.
• Build and structure your paragraphs.
• Build an overall plan and a detailed plan.
• Exercise: Exercises adapted to each work objective.
• Word cards.
• Synthesis exercises.

Take effective notes from spoken information

• Take summary notes.
• Save time with abbreviations.
• Take neutral notes: avoid subjectivity.
• Exercise: The mental map to structure your notes.
• Exercises on the synthesis and objectivity of notes.
• Abbreviation exercises.

Preserving the confidentiality of written documents: legal notions

• Writings and our legal responsibilities.
• Patients' rights in matters of writing.
• Practical work Questioning our practices.
• Study of a writing on legal concepts.
• Individual action plan.

Description

Targeted transmissions promote care for the person while meeting the requirements for continuity of care and traceability of nursing actions. This training will allow participants to organize this part of the care file by establishing a common language for all stakeholders.

Who is this training for ?

Training objectives

Understand the importance of targeted transmissions in the quality of care
Associate clinical reasoning, the diagnostic approach and written transmissions
Apply the methodology of targeted transmissions as a reflection and tool of the care process
Affirm via the targeted transmissions, the specificity of caregivers in the multidisciplinary team
Communicate with a common, precise and rigorous vocabulary
Meet legislative requirements: responsibility, traceability

Training program

Establish the general framework for Targeted Transmissions (TC)

• Understand the clinical areas of nursing practice where the TCs apply.
• Understand how the TCs fit into the care process.
• Understand the link between TC, quality care criteria and quality approach.
• Know the legal framework of the care file.
• Exchanges Exchanges on the gap between the expected models and the reality of nursing practice.

Understand the methodology of targeted transmissions

• Understand what the macrotarget covers.
• Distinguish the dominant, event-driven targets.
• Respect the levels of the targeted transmission methodology: data, action and result.
• Create the activity diagram.
• Use wall planning.
• Demonstration Based on clinical situations, illustration of each of the points covered.

Develop taxonomy as a professional language

• Establish a catalog of defined situations, propose actions to take.
• Associate taxonomy of targets and nursing diagnosis.
• Know the different attempts to classify care situations according to specific criteria.
• Identify the different models: model of fundamental needs, daily life actions.
• Appropriate the educational interest of the approach.
• Exercise: Distinction between macrotarget, target, data, results.

Develop targeted transmission supports

• Define specific care objectives.
• List the recurring and usual dominant targets.
• Develop an activity grid.
• Determine the difficulties frequently encountered and propose relevant terminologies.
• Practical work Based on the situations provided by the participants, development of supports.

Understand the articulation of written and oral transmissions

• Use the activity diagram: vertical reading and horizontal reading.
• Communicate in precise, concise and rigorous vocabulary.
• Discern what it is useful to write or not.
• Exercise: Exercises based on concrete cases.

Description

Who is this training for ?

Training objectives

Training program

Description

How can we acquire a serene and calm approach to the role of local manager by promoting quality communication and creating the necessary conditions for positive team dynamics? This training-workshop offers you the opportunity to discover and practice techniques and good practices in team management.

Who is this training for ?

Training objectives

• Identify the most suitable management style for each team member
  
• Effectively activate motivation drivers
  
• Tailor communication to different situations and individuals
  
• Support and guide the team on a daily basis
  

Training program

Define Your Missions and Role as a Team Manager

• Lead and organize the team effectively.
• Coordinate tasks and minimize disruptions.
• Develop your team’s skills.
• Set clear individual and collective objectives.
• Define and manage team roles.
• Practical exercises.

Adopt Motivating Management Practices

• Identify and activate motivation drivers.
• Implement effective recognition systems.
• Role-playing scenarios

Practice Effective Communication as a Manager

• Delegate tasks confidently.
• Lead daily briefings.
• Provide constructive feedback.
• Address issues assertively in one-on-one settings.
• Conduct annual performance reviews.
• Role-playing scenarios

Prepare for Team Leadership

• Find the right managerial stance with your team.
• Adapt communication to each team member.
• Use appropriate communication channels.
• Identify skills and areas for improvement.
• Role-playing scenarios

Strengthen team cohesion

• Communicate with tact, diplomacy, and assertiveness.
• Develop active listening skills.
• Manage objections constructively.
• Facilitate conflict resolution without stress.
• Apply stress management techniques.
• Practical exercises 

Enhance Meeting Management Skills

• Set up conditions for successful meetings.
• Master meeting preparation and facilitation.
• Fulfill the role of moderator and discussion leader.
• Outline action plans and follow-up points.
• Role-playing scenarios

Description

The set manager manages a team of teleadvisors or telemarketers, organizes their activity and optimizes the production of his set

Who is this training for ?

Training objectives

acquire the knowledge and skills necessary to become a stage manager

Training program

Expertise

• Check the identity and contact details of the interlocutor
• Present or identify the purpose of the call (order, sale, information, complaint, assistance, etc.)
• Advise a customer
• Check the availability of a product
• Record order data
• Direct the customer and transfer their call to the appropriate contact
• Contact a customer or prospect
• Present products and services
• Carry out a call follow-up
• Manage incoming and outgoing calls
• Propose an assistance solution
• Receive calls in the medical emergency control center, assess the degree of urgency and organize intervention methods (doctor dispatch, hospitalization, repatriation, etc.)

Know

• Sales arguments
• Telephone marketing
• Telephone sales techniques
• Sales techniques
• Principles of customer relations
• Customer typology
• E-procurement
• Customer relationship management (CRM) software packages
• Office tools
• Customer management software
• Telephone call management software
• Listening and personal relationship techniques
• Stress management techniques

Description

The ISO 30301 Lead Implementer training will allow you to acquire the necessary expertise to support an organization during the establishment, implementation, management and maintenance of a Document Management System. activity (SMDA) compliant with the ISO 30301 standard. This training is designed to equip you with a mastery of best practices in activity document management systems and to develop your skills in providing continuous services thanks to a reliable, up-to-date and well-managed activity document management system.

Who is this training for ?

Training objectives

Understand the correlation between the ISO 30301 standard and other standards and regulatory frameworks
Master the concepts, approaches, methods and techniques necessary to effectively implement and manage a SMDA
Know how to interpret the requirements of the ISO 30301 standard in a specific context of the organization
Know how to support an organization in the planning, implementation, management, monitoring and updating of the SMDA

Training program

Day 1: Introduction to the ISO 30301 standard and initialization of a SMDA

Day 2: Planning the implementation of a SMDA

Day 3: Implementation of a SMDA

Day 4: Monitoring, measurement, continuous improvement and preparation for the SMDA certification audit

Day 5: Certification exam

Description

The ISO 30301 Lead Auditor training will allow you to acquire the expertise necessary to carry out audits of Activity Document Management Systems (ASMS) by applying generally recognized audit principles, procedures and techniques. During this training, you will acquire the knowledge and skills necessary to plan and carry out internal and external audits, in compliance with the ISO 19011 standard and the ISO/IEC 17021-1 certification process.

Who is this training for ?

Training objectives

• Understand the operation of an Activity Document Management System (ASMS) compliant with the ISO 30301 standard
  
• Explain the correlation between the ISO 30301 standard and other standards and regulatory frameworks
  
• Understand the role of a auditor: plan, direct and monitor a management system audit in accordance with the ISO 19011 standard
  
• Know how to lead an audit and an audit team
  
• Know how to interpret the requirements of ISO 30301 in the context of an audit of the SMDA
• Acquire the skills of an auditor with the aim of: planning an audit, leading an audit, writing reports and monitoring an audit, in accordance with the ISO 19011 standard
  

Training program

Day 1: Introduction to the Activity Document Management System and the ISO 30301 standard

Day 2: Principles, preparation and initiation of the audit

Day 3: On-site audit activities

Day 4: Closure of the audit

Day 5: Certification exam