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
- Set a working frame from the day you take the job, and hold it without raising your voice
- Give corrective feedback that is about a fact rather than about the person
- Address a lapse, and know when a sanction becomes the only option left
- Tell having authority from carrying authority, and stop confusing the two
- Hold a monthly one-to-one with each person without it becoming a general catch-up
- Bring a newcomer into an established team without weakening them or the others
- Adapt your management to each person's behavioural profile rather than applying one recipe to all
- Recognise someone's work in a way they actually receive as recognition
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 Karpman drama triangle: leaving 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 Swiss case: setting a frame in a team that expects consensus first
Setting a frame that motivates rather than bruises
- Building constructive feedback in three sentences
- Addressing someone who does not respect the team's rules
- Facing the resister: the “yes, but”, the “I don't have time”, the surface agreement
- Practice: each participant replays a conversation they have been putting off
Positioning someone, and establishing your 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: helping someone grow 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, depending on the profile
- How to communicate with your own manager
- A personal action plan, and a commitment from each participant
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.
Related trainings
Non-financial motivation levers and team coaching
In a country where salaries are already high, a pay rise is no longer what keeps someone. Two days to organise motivation differently: twelve practical levers, mediating a conflict, and a team vision that 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 people 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.