Management
The manager-leader toolkit
The core management programme. Three days covering the work a manager actually does day to day — setting the frame, delegating, running one-to-ones, handling the conversation nobody wants to have. The third day comes a few weeks later, once the tools have met a real team.
What you will be able to do
- Give constructive corrective feedback
- Bring someone back into line
- Apply a sanction
- Set the frame from the day you take up the role
- Recognise and value people's work
- Hold a one-to-one with each team member, at least monthly
- Know, understand and master the basic coaching tools of the manager-leader
- Position a team member or a manager in front of their team
- Adapt your management to the other person's behaviour
Programme
Opening round: strengths and areas to work on
- Each manager's strengths, growth areas and current difficulties
- Managerial responsibility comes up almost every time, so the fundamentals of communication are addressed here
- Non-verbal behaviour and management
- The drama triangle: taking an adult position in order to say things accurately and factually
- Why positive communication matters — availability and openness
Positioning yourself as a manager
- Rules and values
- Brainstorm: which value motivates you most at work?
- Getting the team to adopt those values, and carrying the values of the company culture
Setting a frame that motivates rather than constrains
- Giving constructive feedback
- Bringing a team member back inside the frame when they break the team's rules or values
- Handling the person who answers "yes but" or "I do not have time"
Positioning a team member, and your own credibility
- The traps that ruin an otherwise sound induction
- Integrating and positioning a team member
- Bringing a new person into an existing team
Becoming a manager-coach: following up, delegating, motivating
- The management interview — how to grow and coach the person in front of you
- The one-to-one as the base of coaching and of keeping a team
- Congratulating and encouraging
Adapting your management to each person
- How to read and adapt to each character in the team quickly
- What to coach, what to delegate and what to frame, profile by profile
- How to approach and motivate each type
- How to communicate with your own manager
Day three, a few weeks later: anchoring the leader-coach posture
- Feedback from the field: what worked with a real team, and what did not
- Peer exchange on successes and obstacles, and practice on situations the managers bring
- Adjusting posture and tools to each manager's own context
What this course gives you
These three days hand over concrete keys you can use straight away to coach, empower, follow up, motivate and retain your team members day to day. Positioning yourself clearly and having the rules respected also means telling the difference between having authority and carrying authority. The programme also gives you an effective, engaging method for adapting your management to every profile in your team.
- Assert yourself and earn respect while managing without aggression
- Motivate your team, follow up and delegate effectively
- Adapt your management to the personality and particularities of each team member
- Organise your management and save time, so your day-to-day runs better
- Make your team want to follow you as a leader and buy into your management
A third day, a few weeks later
The first two days run back to back; the third takes place several weeks later. It reinforces the fundamentals and anchors a lasting leader-coach posture: concrete feedback from the field, peer exchange, practical drills and work on real situations. Managers step back from their practice, share successes and obstacles alike, and help each other adjust their posture and actions. A key moment to consolidate what has been learned, sharpen the tools and leave with answers that apply to their own management context.
Complementary e-learning
The course includes an e-learning component for making the manager-leader tools your own through practice and concrete reminders, available at any time, wherever you are and at your own pace.
Questions about this course
I have managed for eight years. Is this too basic?
It depends on how you learned. Managers who were never formally trained usually have three or four strong habits and a couple of expensive gaps they have worked around for years. If that describes you, the value is in finding the gaps. If you have already done a structured management programme, a targeted two-module session will serve you better.
Why is the third day held several weeks later?
Because the first two days hand over the tools, and the third looks at what happened when they met a real team. Managers come back with what worked and what did not, work through real situations with their peers, and adjust. Without that return from the field, the tools tend to stay in the notebook.
Do participants take a DISC assessment?
Yes, before the session. The debrief happens on day one and the profile is used throughout the programme rather than treated as a standalone exercise. Individual results stay with the participant; nothing is reported back to the employer.
What is the difference between this and individual coaching?
This course teaches a shared method to a group and works well when several managers need the same foundation. Individual coaching starts from one person's specific situation and has no curriculum. Managers facing a particular unresolved problem often do better with coaching; managers who need the fundamentals do better here.
Is there anything between the sessions?
Yes. The course includes a complementary e-learning module on the manager-leader tools: short practice and concrete reminders that participants can open at any time, wherever they are and at their own pace.
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