Management
The manager-leader toolkit
The firm's core programme. Three days to stop settling everything case by case and to have tools that hold: set a frame, correct without humiliating, delegate for real, and adapt how you work to each person.
What you will be able to do
- Give constructive corrective feedback
- Bring someone back into line
- Apply a sanction
- Set the frame from the day you take up the role
- Recognise and value people's work
- Hold a one-to-one with each team member, at least monthly
- Know, understand and master the basic coaching tools of the manager-leader
- Position a team member or a manager in front of their team
- Adapt your management to the other person's behaviour
Programme
What is at stake in a manager's communication
- Round of the table: each participant's strengths, development areas and stuck situations
- The manager's non-verbal behaviour: what the team reads before listening to the words
- The drama triangle — getting out of the rescuer/persecutor pairing and speaking as an adult
- Positive communication: availability and openness as conditions, not as temperament
Positioning yourself as a manager
- Rules and values: what is negotiable and what is not
- Getting people behind company values without reciting a charter from the corridor wall
- The Singapore case: holding a frame when the team agrees in the room and does otherwise afterwards
Setting a frame that motivates rather than bruises
- Building constructive feedback in three sentences
- Resetting the boundary with someone who does not respect the team's rules
- Facing the resister: "yes but", "I do not have time", the surface agreement
- Practice: each participant replays a conversation they have been putting off
Positioning someone, and building your own credibility
- Bringing a new person in: the classic traps of the first weeks
- Positioning someone in front of a team that was not expecting them
The coaching stance — following up, delegating, motivating
- Praising and encouraging credibly rather than ritually
- The management conversation: growing someone rather than checking on them
- The one-to-one as the foundation of follow-up and retention
- The four levels of delegation, and choosing the right one for the person
Adapting your management to each person's profile
- Quickly reading how someone operates and communicates
- What to coach, delegate or frame, by profile
- How to communicate with your own manager
- A personal action plan, and a commitment from each participant
What this course gives you
These three days hand over concrete keys you can use straight away to coach, empower, follow up, motivate and retain your team members day to day. Positioning yourself clearly and having the rules respected also means telling the difference between having authority and carrying authority. The programme also gives you an effective, engaging method for adapting your management to every profile in your team.
- Assert yourself and earn respect while managing without aggression
- Motivate your team, follow up and delegate effectively
- Adapt your management to the personality and particularities of each team member
- Organise your management and save time, so your day-to-day runs better
- Make your team want to follow you as a leader and buy into your management
A third day, a few weeks later
The first two days run back to back; the third takes place several weeks later. It reinforces the fundamentals and anchors a lasting leader-coach posture: concrete feedback from the field, peer exchange, practical drills and work on real situations. Managers step back from their practice, share successes and obstacles alike, and help each other adjust their posture and actions. A key moment to consolidate what has been learned, sharpen the tools and leave with answers that apply to their own management context.
Complementary e-learning
The course includes an e-learning component for making the manager-leader tools your own through practice and concrete reminders, available at any time, wherever you are and at your own pace.
Questions about this course
Why three days and not two?
Because the third day happens some weeks after the first two. Participants leave with tools, try them on their own team, and come back with what worked and what failed. That return from the field is what turns a course into a change of practice; without it the tools stay as seminar notes.
What comes after this programme?
Non-financial motivation levers and team coaching is the natural next step: two days on motivation levers, team vision and coaching your people, which assume a few weeks of practice with the core tools. A newly appointed manager and a manager with years in post both start here.
Should I bring real situations?
Yes. Each participant brings two or three situations they have not managed to handle: a delegation taken back, a correction avoided, someone who has disengaged. The role-plays work on those cases rather than on pre-written scenarios.
Does the programme suit a team split between head office and a production site?
Yes, and the subject is covered explicitly. What people expect of a manager is not the same on both sides: the relationship to hierarchy, the language in which someone feels free to speak, the way disagreement gets signalled. It is a gap most managers underestimate because they only ever experience one side of it. The session runs in English, French or Spanish depending on the group.
Related courses
Non-financial motivation levers and team coaching
When your best person gets a better offer from a competitor or a regional headquarters, the rise you can authorise does not compete. Two days to organise motivation differently: twelve concrete levers, mediating a conflict, and a team vision people take on as their own.
Hybrid and remote management
Managing at a distance is not doing the same thing through a screen. One day to set clear rules from the start, install rituals you genuinely keep, and learn to recognise and to correct without body language to lean on.
Visual management — first level
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to choose indicators that genuinely serve, a ritual you can hold, and rules that stop the tool turning into surveillance.