Managing a team: adopting the right management tools

SESSION 1 | ADOPT THE RIGHT MANAGEMENT STYLE

A. SET A SMART OBJECTIVE

• Discovery of the 5 elements that make up a clear objective: Specific, Measurable, Achievable, Realistic, Time-bound,

• Participants work on the objectives to set for themselves and for their teams,

• Work on precision and participants’ ability to measure the achievement of an objective.

B. MANAGE ACCORDING TO THE SITUATION

• Discovery of the Time - Competence axis,

• Mastery of directive, participative, persuasive, and delegative styles

• Use of the learning curve to support an employee’s skills development,

• Application of a management style according to each situation.

C. DELEGATE WELL

• Creation of your Delegation Poker game,

• Mastery of the 7 levels of delegation,

• Understanding responsibility and balance in decision-making during delegation,

• Analysis of the advantages and disadvantages of each delegation style,

• Build your Delegation Poker board, choose the right level for each task to delegate, and define an action plan to help employees grow through delegation.

SESSION 2 | MOTIVATE AND ENGAGE YOUR TEAMS

D. KNOW AND SHARE YOUR MOTIVATION LEVERS

• Activation of the 10 intrinsic motivation levers,

• Identification of your individual motivations and those of an employee,

• Definition of an action plan to motivate an employee.

E. BUILD A HIGH-PERFORMING TEAM

• Discovery of the 5 life stages of a group according to Tuckman,

• Identification of current life stages,

• Implementation of an action plan to move the team into a high-performance state,

• Deployment of actions to unite employees to generate long-term collective performance.

SESSION 3 | GATHER FEEDBACK FROM YOUR EMPLOYEES AND KNOW HOW TO RESPOND

F. KNOW HOW TO LISTEN

• Role-play scenario exercises,

• Work on identifying harmful listening behaviors,

• Discovery of available room for maneuver in response to harmful listening behaviors,

• Implementation of concrete actions to smooth communication in the face of harmful listening,

• Work on active listening to inspire trust.

G. BALANCE ASSERTIVENESS AND EMPATHY

• Discussion of participants’ everyday situations regarding their ability to assert themselves and oppose,

• In groups, definition of issues and binary “yes/no” consequences when making a decision and communicating it

• Construction of the Yes <> No axis on the Assertiveness <-> Empathy axis,

• Discovery of and work on the 3rd dimension, assertiveness, allowing people to move beyond a binary relationship to build value together,

• Implementation of for-actions to listen, convince, and engage your interlocutors.

H. DIVERSIFY YOUR SOURCES OF INFORMATION

• Building the Johari window,

• Identification of information sources enabling constructive feedback,

• Work on the Johari window to expand the quality of your information sources,

• Work on the Johari window to diversify your information sources.

SESSION 4 | ENCOURAGE CONSTRUCTIVE EXCHANGES

I. CONDUCT AN EXCHANGE EFFECTIVELY

• Scenario-based exercise through the NASA game or the desert island game,

• Discover attitudes according to Elias Porter,

• Practice the different attitudes,

• Observe the results,

• Practice an effective meeting scenario.

  
  

K. REACH RATIONAL EXCHANGES EVEN DURING CONFLICTS

• Conflict management simulation,

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

• Rephrasing exercise,

• Practical application of immediate feedback in a difficult situation.