Team Management: Acquiring the Essential Know-How

Segment 1: Manager Leader

• Leader and manager, the advantage of being both!

• Self-assessment of 50 skills and qualities of a manager leader.

• Giving meaning to your team through a team vision and mission.

• Aligning personal values with those of the organization.

• Define expectations in terms of results, resources and deadlines.

Segment 2: Managerial communication

• The importance of creating and maintaining healthy relationships within your team.

• Communication models: encoding and decoding, the 3 paths of communication.

• Impact of my personality style on communication.

• Introduction to the DISC color model.

• How to adapt my communication to other personality styles.

• Setting communication expectations for my team.

Segment 3: Mobilization

• The difference between motivation and mobilization.

• Factors influencing employee motivation: Herzberg's two-factor theory.

• Behaviors that influence engagement.

• The 3 pillars of engagement, according to Mayer and Allen.

• Self-assessment questionnaire on my team's engagement.

Segment 4: Feedback

• The two types of feedback: praise and criticism vs. constructive, positive and negative feedback.

• How to prepare for giving feedback.

• Choosing the best channel for giving feedback.

• Using a tracking journal.

• How to give constructive feedback when dealing with a negative situation.
  - How to do it
  - How often
  - Using softeners to maintain a positive dialogue
  - The importance of open-ended questions
  - Using emotional intelligence to give feedback.

• How to give recognition (positive constructive feedback).

• Practical exercises in sub-groups and group demonstrations.

Segment 5: Delegation

• Reflection on delegation: what can and cannot be delegated, difficulties encountered and needs for better delegation.

• Practice delegation and identify the conditions for success.

• Develop an approach to effective delegation.

Segment 6: Coaching your teams

• History of coaching.

• The difference between a coach and a manager-coach.

• Whitmore's GROW method: G for goal, R for reality, O for options and W for will.

• Sub-group practice of the GROW method.

Segment 7: Review of days 1 and 2

• The mind map: a powerful management tool.

• Practice creating a mind map to summarize learning from days 1 and 2.

• Presentation of each team's map.

Segment 8: Setting objectives

• Understand the criteria for a SMART objective.

• Write SMART objectives for team members.

Segment 9 : Intergenerational

• Understand the differences between generations, in terms of the value of work, attitudes to work and attitudes to technology.

• Generational shifts: technology, value of work, relationship to authority, access to and management of information and notion of time.

• The 4 universal winning strategies.

• Come to think of it, are we really that different?

Segment 10: Conflict management

• Conflict is inevitable.

• The manager's role in conflict management.

• The difference between a fact and a judgment.

• Managing emotions in conflict.

• Understanding the role of emotions.

• Identifying the needs behind emotions.

• Practice identifying emotions and needs in a conflict.

• Instruction in conflict management for managers.

Conclusion

Based on the self-assessment carried out at the start of the course on the 50 skills and qualities of a leading manager, participants are invited to take stock and draw up a concrete action plan.

If you have any questions about registration, cancellation, schedules, language of instruction, etc. you will find answers in our FAQ.