Objectives of the training
Upon completion of the course, participants will have the skills and knowledge required to smoothly transition to the position of new manager.Targeted audience
New and future managers.Prerequisite
None.Trainers
Benefits for Participants
Course architecture
- What does it mean to be a manager?
- Grief and loss.
- Conditions for success, associated challenges and strategies for meeting these challenges.
Identifying the internal and external environment
- Understanding your internal and external environment.
- Michael Watkins' 4 types of organizational culture.
- Examples of questions to ask your employees, according to Michael Watkins.
Establish a list of tasks to be carried out to ensure a successful transition:
- Understand my new role.
- Develop a transition plan.
- Communicate with my team.
- Establish authority and trust.
- Learn and adapt.
- Delegate effectively.
- Manage relationships.
- Monitor performance.
- Develop my team.
- Staying organized.
- Maintain work-life balance.
- Seek mentoring.
The 5 levels of maturity, according to Olivier Devillard.
Identify my team's maturity level.
Identify concrete actions to increase my team's maturity.
- Identify my personality type.
- My behaviors
- What I like
- My strengths
- How am I perceived?
- My preferred mode of communication - Identify my communication expectations.
- Why give recognition?
- How to give recognition?
- How do I make amends?
- Practicing recognition and correction.
- Understand what constitutes difficult behavior.
- Understand the difference between disciplinary management and performance management.
- Civility in the workplace.
- How to prepare for an employee with difficult behavior.
- 3 main reasons to delegate.
- The potential gain versus the cost in terms of time.
- How to prepare a mandate.
- Practicing humane and effective delegation.
- Best practices in delegation.
- Identify the main problems encountered in running meetings.
- Identify the causes and possible solutions for each problem.
- 5 essentials for effective meeting facilitation:
- The agenda
- Setting standards
- Delegating roles
- Varying facilitation techniques
- Clarifying and getting back to basics
- Identify tasks to be performed according to management functions.
- Plan execution time, frequency and action date.
- Keep track of where my tasks are.
- 5 of the 15 golden rules of time management, according to the Qualitemps method.
- Differentiate between urgent, important and priority tasks.
Based on the topics covered in Days 1 and 2, prepare the actions to be taken between now and Day 3:
- What I want to try again.
- What I want to do.
- What I want to implement.
- Review of the last few weeks using the “Keep, Stop, Start” model.
- Small-group discussion and large-group feedback, to consolidate what you've learned and experienced since days 1 and 2.
Co-development
- What is co-development?
- What are the benefits?
- How to run a co-development session?
- Experimenting with co-development.
- Take a step back from training to draw up an action plan.
- Exchange with peers on the action plan developed.
- Reflect on your long-term vision as a manager and for your team.
- Share your vision.
Pedagogical details
Training architecture
Through role-playing, practical exercises and reflective activities, participants develop the skills that will be essential in their new management positions.
Type of training
Private or personalized training
If you have more than 8 people to sign up for a particular course, it can be delivered as a private session right at your offices. Contact us for more details.
Request a quotePrivate or personalized training
If you have more than 8 people to sign up for a particular course, it can be delivered as a private session right at your offices. Contact us for more details.
Request a quote