Description
The 'real' added value of the management controller is not measured by his ability to feed the reporting and dashboards, but to understand the origins of discrepancies, to propose corrective actions to managers, and to challenge them towards better performance. With this continuing training in management control, the management controller develops his skills to become a 'business partner' with business managers.
Who is this training for ?
For whom ?
Management controller of any sector of activity. Administrative and financial manager in charge of management control.
Prerequisites
None.
Training objectives
Training program
- Before the face-to-face
- A self-diagnosis, a video.
- Present the results in order to encourage operational staff to monitor their performance Select useful data and make it more understandable.
- Prepare materials that speak for themselves.
- Adapt the materials to the interlocutors.
- Explain the key indicators and management choices.
- Training: create a synthetic and personalized presentation.
- 'Know each other' to share financial constraints
- Identify your communicator profile: self-diagnosis.
- Adapt your communication according to your interlocutor.
- Manage objections.
- Support operational staff in their action plans
- Understand the professions to better meet expectations.
- Ask the right questions.
- Identify and propose optimization levers.
- Formalize an action plan and follow it.
- Lead the performance review to unite around common objectives Gather the key success factors to prepare for the meeting.
- Adopt the right posture: challenge operational staff; get buy-in on the findings; unite around actions.
- Conclude the meeting: convince to act; facilitate the implementation of actions; broadcast a report.
- Training: simulate a performance review.
- To find out more about remote activities To illustrate the contribution of knowledge: a video 'What is the problem ?'.
