The Shift

From employee to manager

Does our role in an organization change when we are promoted to a managerial position? Yes. Do we need to change our behavior? It's not enough. This situation will require a transformation towards a leader responsible for the team and for the development of a leadership culture in the organization we are part of. From now on, our impact on the organization and the environment will be greater, and the quality of our leadership will translate into the business performance of our team and the entire organization.

Modules:

• CAN EVERYONE BE A LEADER. PREREQUISITES OF THE LEADERSHIP TRANSFORMATION
• 360º OF IMPACT IN THE ORGANIZATION AND THE ENVIRONMENT
• LEADERSHIP COMPETENCIES AND BEHAVIORS
• TENDENCIES THAT LIMIT US AS LEADERS
• TEAM BUILDING
• CREATING ACCOUNTABILITY AND COMMITMENT

*The program is always adapted to the client's needs.
*The program may be preceded by The Leadership Circle Profile ™ diagnostics

Building commitment

From holding people accountable to holding people able

Employees' involvement depends on their personal attitude, inner motivation, but also on the attitude of their manager. So how do you lead a team by stimulating commitment, responsibility and autonomy?

Modules:

• THE IMPORTANCE OF SETTING GOALS
• PILLARS OF INTERNAL MOTIVATION
• EMPOWERING RELATIONS
• RESPONSIBILITY AND READINESS
• CONSTRUCTIVE FEEDBACK VS. DECONSTRUCTIVE FEEDBACK

An effective team

Team development program

Team management is a combination of arts, science and craft. What role does a manager play in a team? How to act when taking on a new role? What traps and mistakes will he need to face? How to deal with dysfunctions in the team? How to deal with conflict?

Modules:

• MANAGER'S RESPONSIBILITY VS. TEAM RESPONSIBILITY
• TEAMWORK DYSFUNCTIONS
• LEADING EFFECTIVE MEETINGS
• DELEGATING
• CONFLICT - A TRAP, OR AN OPPORTUNITY FOR TEAM DEVELOPMENT?
• CONFLICT SOLVING
• CONSTRUCTIVE FEEDBACK VS. DECONSTRUCTIVE FEEDBACK