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 training 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 training 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 training
Who is this training for?
Anyone who manages a team or wants to train for it: managers and future managers, project leads, business owners and supervisors. No prerequisite is required.
Why is the third day held several weeks later?
The first two days are consecutive and give the tools. At the end of day two, each participant commits to the tools they will put in place. The third day, a few weeks later, starts from that field experience: what worked, what did not, real situations worked on with peers, and individual recommendations for each participant.
Is there anything between the sessions?
Yes. Individual access to a complementary e-learning module on the manager-leader tools opens at the end of the first two days, with practice and concrete reminders available at any time, wherever participants are.
How is progress assessed?
A questionnaire before the training, a self-assessment against each objective at the start and at the end, role-plays during the days, an evaluation form at the end of the training and a follow-up evaluation later on.
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