Our training programs
Expert manager vs. leader manager: How to evolve your approach
In this training, you will discover how to develop your leadership and take your place as a leading manager with your employees and your company.
In person, remotely, or a mix of both
OPCO funding available,
Business,
Personal funds
The objectives of the Management and Leadership training
Learn and to acquire the tools to facilitate the transition
Understanding the differences and complementarities between the two positions and the difficulties of moving from one to the other
Choosing and taking responsibility for’be a leader who resembles you
Why develop your leadership and managerial posture?
- Access a better understanding of oneself and one's leadership style
- Understanding and to take on the different roles of a leader/manager
- Learn to regulate and support his team, giving and receiving feedback, managing difficult situations
- Improve your way of managing one's time and priorities
- Boost motivation, co-responsibility and the commitment from his team
- Know communicate a vision, set objectives and measure them
- Develop trust and team spirit
- Put authenticity, empathy and vulnerability at the heart of his managerial approach
How does the training take place?
step 1
Leadership mapping & 1.5-hour individual feedback session
step 2
Workshop / Group training: online or in person, in English or French, 2 days
step 3
Individual coaching sessions for in-depth learning, and group co-development sessions to learn from each other
step 4
A follow-up day 6 months to a year later to assess progress and develop remaining skills
This training is fully customizable according to your expectations and objectives.
An example of a group workshop program
What kind of leader are you?
Developing self-awareness to build confidence in one's leadership role. Understanding and utilizing one's resources, identifying one's development levers and their impact on managing one's team and relationships with superiors.
The difficulties in changing posture
Understanding the obstacles and Obstacles: taking a step back to embody one's role as a leader, detaching oneself from one's posture as an operational expert, finding the right balance in the relationship with one's former peers, delegating, managing uncertainty, asking for support, etc.
Tools to help you progress
Understanding differences and complementarities, appropriating the leadership triptych and its conditions for success, structuring your activities and priorities, being comfortable with delegation and empowerment, managing remotely, etc.
Perhaps it's time to train your teams and strengthen their human and technical skills in project management!
When you have held an expert position in your field (salesperson, engineer, etc.) for years and are offered a promotion to a position of manager, which, moreover, can lead you to manage former colleagues, how can you develop your leadership and moderate your expert manager stance? What are the most common difficulties encountered in this situation and what tools are available to overcome them?
It is sometimes almost easier to manage a team whose job you know little about, in order to focus on the expected expertise: management. Yes, being a manager is a real profession, and one that requires very specific skills.
When you progress to the position of manager as an expert in the field of the team being managed, the advantage is that you know the job, its workings, the processes and the pitfalls and that you can adopt an advisor/mentor stance.
On the other hand, it can be more difficult to step back and embody one's role as a leader.
Being a leading manager means:
- Stepping outside of one's comfort zone and to develop strategic and global skills,
- Take into account the overall needs of the company rather than its own service
- Analyzing cause-and-effect relationships, both internal and external, projecting into the long term, knowing how to prioritize, when to focus on details and when to have a global vision
- The ability to make connections between all organizational systems
- Defining problems rather than solving them, understand the threats and opportunities
- Engaging in stakeholder management in addition to leading one's own team: negotiation, persuasion, building alliances, managing conflicts
- Don't impose your own example, but know how to communicate and listen to the opinions of others in order to inspire them.
