Master essential leadership skills to build trust, delegate effectively, and drive team performance confidently

You've been promoted and are now managing a team. Congratulations! This new manager training course will help you develop the skills you need to make a smooth transition from colleague to leader. Especially since it's not always easy to manage former colleagues. The new manager's success no longer lies in his or her personal achievements, but in those of his or her team.
What's more, the new manager is now part of a management team, requiring adjustments to both interpersonal and behavioral skills.
This course has been designed to equip the new manager to build his or her transition action plan, so that he or she can succeed and become a key player in the organization.

Is it for you ?

New and future managers.

Prerequisites

None.

Training content

It's not always easy to become a manager when you weren't one before. How do you ensure your professional transition with both your team and management? How do you deal with former colleagues? How do you develop specific managerial skills? These are just some of the questions that will be addressed during the course.

1 Identifying the conditions for success.

What does it mean to be a manager?
Grief and loss.
Conditions for success, associated challenges and strategies for meeting these challenges.

2 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.

3 Clarify your managerial role

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.

4 Plan my team's development needs

The 5 levels of maturity, according to Olivier Devillard.

Identify my team's maturity level.
Identify concrete actions to increase my team's maturity.

5 Deepen my self-knowledge

Identify my personality type.

My behaviors
What I like
My strengths
How am I perceived?
My preferred mode of communication
Identify my communication expectations.

6 Recognition, redress and difficult behaviors

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.

7 Delegating humanely and effectively

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.

8 Managing meetings effectively

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

9 Managing time and priorities effectively

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.

10 Preparing for Day 3

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 and co-development approach (2-3 weeks later)

11 Review of the last few weeks

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.

12 Co-development

What is co-development?
What are the benefits?
How to run a co-development session?
Experimenting with co-development.

13 My action plan (1 day, 1 week, 1 month, 1 year)

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.

📌 Practical information

Our training sessions are offered in Montreal or Quebec City, in person or in a virtual classroom. Dates and locations are specified when you select your session below. If you have any questions, check out our FAQ.