Develop your leadership

Session 1 - Mastering assertiveness for effective communication

A. Balancing self-assertion and empathy

• Exchange on participants’ everyday situations regarding their ability to assert themselves and stand up for themselves

• As a group, define the challenges and binary “yes/no” consequences when making a decision and communicating it

• Building the yes <> no axis on the self-assertion <-> empathy axis

• Discovery and work on the 3rd dimension, assertiveness, making it possible to move beyond a binary relationship to build value together

• Putting in place action steps to listen, persuade, and engage your interlocutors

B. Know how to listen

• Role-play situation

• Work on identifying harmful listening styles

• Discovering the room for maneuver available in response to harmful listening styles

• Putting in place concrete action steps to facilitate communication in the face of harmful listening

• Work on active listening to inspire trust

C. Managing conflicts in the heat of the moment

• Conflict management simulation

• Discovery of the 6-point methodology: from emotional to rational

• Rephrasing exercise

• Practicing hot feedback in a difficult situation

Session 2 - Fostering buy-in from your employees

A. Stimulate engagement with emotional intentions

• Don't be afraid: definition of the theme, understanding, and concrete actions to implement

• Know how to say no: definition of the theme, understanding, and concrete actions to implement

• Keep a critical mindset: definition of the theme, understanding, and concrete actions to implement

• Know how to decide: definition of the theme, understanding, and concrete actions to implement

B. Spot weak signals

• Verbalizing the manager’s two legs: what we allow employees to do (loving leg) vs what we expect from employees (demanding leg)

• Sharing the 3 axes: collective / productivity / behavioral

• Matrix definition of each participant’s essentials

• Sharing the 3 alert levels: alert / alarm / crisis

• Mirror-workshop for verbalizing weak signals

• Pair exchanges and challenging best practices by the speaker(s)

• Identifying information channels

• Feedback on the co-construction carried out, learnings, and definition of possible corrective actions

C. Understanding and anticipating social dynamics

• Presentation of the socio-dynamic matrix

• Examples of social dynamics plunging participants into different professional environments

• Discovering the influence of strong actors on hesitant actors

• Defining an influence strategy