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 ?
For whom ?
Managers, team leaders.
Prerequisites
Experience in management desirable.
Training objectives
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.
