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 ?

For whom ?

Future manager. Anyone who wants to structure their practice.

Prerequisites

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.