Description

This internship will allow you to better understand the difference in posture between your role as a professional expert and that of manager when you take up a position or occupy a dual function. You will learn to transfer your expertise and delegate to develop the motivation and skills of the team.

Who is this training for ?

For whom ?

Experts becoming managers, managers having to reconcile expertise and management, managers of experts.

Prerequisites

No special knowledge.

Training objectives

Place yourself in your roles as manager and expert

Develop your sense of delegation

Adapt your management style to the environment

Strengthen your leadership to motivate the team

Manage delicate situations

Training program

• Finding your position between management and expertise
  • Know the three stages of development: expert, manager, leader.
  • Understand your role as a manager.
  • What is a manager? Qu is an expert?rnIdentify the different types of managers: directive, participative, benevolent, delegative.
  • Clarify the components of management and expertise.
  • Identify and overcome organizational and personal obstacles in the balance of the two roles.
  • Exercise: rnReflection on the manager/expert balance required in his position using the
• Develop the potential of your team
  • Know the four degrees of autonomy of a team.
  • Clearly identify the roles, skills and expectations of the hierarchy and collaborators.
  • Learn to transfer expertise and to delegate.
  • Find a management and communication style that meets your personality.
  • Understand the personalities and needs of the team.
  • Adapt your management style according to the context.
  • Exercise: Self-assessment questionnaire on your management style.
  • Scenarios: conducting a delegation interview using the management style appropriate to the personality of the employee.
• Position yourself as a leader to succeed in both roles
  • Distinguish the three levels of communication: meaning, process and content.
  • Share your vision within the team.
  • Prioritize and plan essential activities.
  • Create self-motivation, enthusiasm and commitment.
  • Motivation factors.
  • Recognition.
  • The area of ​​commitment for your employees.
  • Define clear objectives.
  • Exercise: Workshop: build your own vision.
  • Role games: give signs of recognition in a meeting.
  • Exercise: setting objectives.
  • Position your team on the socio-dynamic matrix.
• Managing difficult cases
  • The main difficulties facing experts.
  • Practice constructive communication and active listening.
  • Integrate the emotion dimension into your communication.
  • Exercise: Relational self-diagnosis.
  • Role playing: constructive communication.
  • Personal action plan: formalizing the action plans of each participant.