TARGET MARKET

Upper management.
 

DURÉE

2 days
 

OBJECTIFS PÉDAGOGIQUES

At the end of the workshop, participants will be able to:

• Undertake a prospective analysis.
• Apply scenarios of change and use different situation analysis tools.
• Integrate the 4 dimensions of the “self-development skills” method into their planning: the culture, strategy, identity, and objectives of a company.
• Make strategic decisions with confidence.

KEY TOPICS

• The different stages of the strategic process.
• The fundamental issues of strategic planning.
• Uncertainty levels.
• Situation diagnosis and prospective analysis.
• Risk analysis and worst-case scenarios.
• SWOT, PEST and other methods of situation analysis.
• Responsibilities with regard to stakeholders and their influences.

TARGET MARKET

Executives with team leadership responsibilities.
 

DURATION

2 to 5 consecutive days.
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Practice the method of Management by Objectives (MBO) for superior motivation.
• Cope with delicate day-to-day management situations.
• Demonstrate leadership qualities that are recognized by their teams.
• Lead their employees efficiently on the operational and relational levels.

KEY TOPICS

• The culture and values of an organization: what exists, what is perceived, what is desired.
• The professional identity: the founding block of motivation.
• Uncertainty levels.Strategy: how to prevail with clear strategic insights.
• Responsibilities: managing roles and responsibilities.
• SWOT, PEST and other methods of situation analysis.
• Responsibilities with regard to stakeholders and their influences.
• Leadership: the qualities and skills of a leader and how to cultivate them.
• Motivation: the factors of importance within the working sphere.
• Communication tools: the perception filter and our behaviours.
• Active listening: questioning styles and active listening.
• Objectives: the fuel for motivation, principles and methods.
• Delegating: how to define a pertinent and efficient delegating procedure.
• Controlling and monitoring: the three stages of monitoring a team.
• Recognition and appreciation: how to congratulate employees on their work.
• Difficult meetings: assessments and reprimands.
• Deciding: decision-making and risk management methods.
• Self-affirmation: the fundamentals of assertion and how to say no.
• Performance reviews: how to conduct an evaluation and the issues at stake.
• Group dynamics: the cohesion factors of a group.
• Managing change: being a catalyst and identifying facilitating measures for change.
• Coaching: the various stages for implementing a coaching model.
• Feedback: basic rules for conducting a successful feedback session.

TARGET MARKET

Sales force managers, network coordinators, and team supervisors of salesmen, delegates, technical/commercial employees and telemarketers.
 

DURATION

2 to 3 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Understand the sales leader’s mission and his central role.
• Define their own sales force management style and create a team spirit.
• Motivate a sales team and improve its day-to-day efficiency.
• Coach a sales professional in the field and analyze his performance.
• Lead motivational sales meetings.
• Resolve difficult management situations.

KEY TOPICS

• The sales manager’s position with regard to his team.
• Adapting management styles to people, context and situations.
• How the sales manager should take into account the personalities of his team members: sellers and negotiators.
• Motivating salespeople: how to carry out commercial coaching in the field.
• The sales manager’s personal organization.
• Organizing efficient sales meetings.
• Managing delicate situations.
• Monitoring results and using sales charts.

TARGET MARKET

Executives with solid management know-how, or wishing to approach management issues from a different perspective.
 

DURATION

2 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will have acquired or refreshed their knowledge of modern management concepts through the use of games and creative exercises.
 

KEY TOPICS

• The importance of company culture and strategy in management.
  • The Xs and the Ys
• Proclaimed values, lived values.
  • Photolanguage
• Change management.
  • The tennis balls
• Change management, group motivation and communication.
  • The pearl game
  • The card game
• Negotiation and communication strategies, management styles.
  • Chess
  • Go
  • Awele
• Management by objectives.
  • The competition cubes
• Delegation, communication.
  • The rope
• Attentiveness, perception, filters.
  • The seaweed
  • The difference between what I hear, what I want to hear and what I understand…
• Communication management, perception of others.
  • The mirror game
• Decision-making.
  • It’s not the Raft of the Medusa…
• Group dynamics.
  • The real and the false squares
• Group projects, creativity, team dynamics.
  • Creating images together
• Solving problems.
  • The Zin

TARGET MARKET

Executives, project leaders, project officers and team leaders confronted with organizational change.
 

DURATION

2 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Identify the different types of change.
• Face up to and support all types of change.
• Develop a management style with regard to the changes.
• Involve all employees in the actions to be taken.
• Anticipate and limit conflict resulting from the changes.
• Identify efficient behaviours for a manager in charge of change.
• Transform change into a business opportunity for customers and a source of motivation for employees.

KEY TOPICS

• How to create a dynamic of change.
• The different types of change.
• Communication in a context of change.
• Motivating teams during a period of change.
• Tools for steering change.
• The different stages of a change process.

TARGET MARKET

Team managers and members wishing to develop the dynamics of their team.
 

DURATION

2 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Identify the cohesion factors in their team.
• Set common objectives and advance in the same direction while respecting the company’s strategy and values.
• Harmonize behaviours, develop creativity and share innovative ideas.
• Understand team building issues.
• Develop each group member’s capacity to contribute to the team dynamic.

KEY TOPICS

• The notion of a group and its dynamics, the inner workings of a group dynamic.
• Group strategies and individual strategies.
• How to make assets of our differences.
• Exchanging skills as a source of efficiency.
• Knowing how to fix problems within a group.

TARGET MARKET

Executives and employees wishing to improve their personal organization and manage their priorities.
 

DURATION

2 to 3 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Analyze their relationship to time and action.
• Manage their priorities and plan their activities.
• Take into account the criteria of importance and urgency in their personal organization.
• Deal efficiently with daily information inputs.
• Plan and adopt behaviour conducive to “gaining time”.
• Act on collective time.

KEY TOPICS

• Subjective and objective time.
• Observing one’s use of time.
• Analyzing “time stealers”.
• Dealing with information.
• Planning.
• Managing unforeseen events, accepting or refusing them.
• Delegating in an efficient manner.
• Managing priorities and planning actions.
• Knowing how to say no.
• Personal plans of action.

TARGET MARKET

Executives in charge of groups, team leaders, human resources heads, and anyone having to conduct a performance review.
 

DURATION

1 to 2 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Prepare and conduct a performance review so as to make it a tool for improvement for the company and the employee.
• Master the different stages of the assessment, from preparation to follow-up.
• Properly use the evaluation document.
• Set concrete objectives.
• Provide positive feedback and progress monitoring.
• Adopt effective behaviours during assessments.
• Evaluate work performance.
• Manage difficult situations.

KEY TOPICS

• The importance of performance reviews in managing a company.
• The basic principles for managing evaluations.
• The communication tools that ensure the success of an appraisal.
• Traps to be avoided and how to deal with them if necessary.
• Preparing performance reviews, the timeline and the follow-up.
• Delicate situations during the assessment.
• Visual aids and backup documents.

TARGET MARKET

Managers and company project leaders and/or staff likely to become so.
 

DURATION

3 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Conceive the overall architecture of a project.
• CUnderstand the human mechanisms in managing a project.
• Rapidly define the actions to be undertaken in leading a project.
• Use an “analysis method” and the 10 stages for managing a project.
• Choose with discernment the appropriate creative techniques for each stage.
• Utilize the different tools that are most efficient for the project.

KEY TOPICS

• Management by project: a strategy.
• Being a leader for the project team.
• Active attentiveness and efficient communication: the oxygen of a project.
  The 10 stages of the model:
  • The Object of the project: what is it about?
  • The Motives or raison d’être: what justifies the project?
  • The Objectives.
  • The Resources.
  • The Planning.
  • The Roles, or who does what. The position of the players./li>
  • The Risks.
  • The Adjustments.
  • The Marketing of the project: presenting the communication plan.
  • The Evaluation of the project.
• Negotiating resources in a project.

TARGET MARKET

Anyone involved in leading group work sessions.
 

DURATION

1 to 2 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Prepare sessions, write invitations and assign roles.
• Use appropriate group leading techniques for good group dynamics and optimal productivity.
• Manage communication issues and difficult situations during sessions.
• Follow session decisions through the use of a dashboard.

KEY TOPICS

• The different kinds of meetings and their organization.
• Preparing and organizing a work session.
• Defining everyone’s role.
• Dynamically leading a session.
• Managing a difficult audience.
• Decision-making.
• Session follow-up and subsequent decisions.

TARGET MARKET

Recruitment executives and employees involved in the recruitment process.
 

DURATION

1 to 3 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Map out an efficient recruitment procedure.
• Master the follow-up and monitoring of the different stages.
• Isolate the risks of recruitment mistakes.
• Prepare a pertinent decision-making tool.
• Hold a recruitment interview.

KEY TOPICS

• The strategic issues in recruitment.
• Preparing and planning the procedure.
• The profile of the position as a function of the objectives to be attained.
• The profile of the candidate with regard to the position.
• Searching and selecting candidates.
• Conducting recruitment interviews with candidates./li>
• Managing the supervision of the information received.
• Final interviews and decision-making.
• Integrating the newly hired employee.

TARGET MARKET

Managers and executives who wish to develop their creative potential. Anyone involved in an innovative process: project leaders, technicians and engineers, salespeople.
 

DURATION

2 days
 

TRAINING OBJECTIVES

At the end of the workshop, participants will be able to:

• Foster their capacity for creating and innovating.
• Understand and remove personal obstacles to creativity.
• Set up, alone and in teams, processes for instilling creativity and imagination.
• Develop lateral thinking reflexes.
• Solve problems in a creative manner.

KEY TOPICS

• Prerequisites for becoming creative.
• Defining creativity in the context of managing a team.
• How to ally creativity and innovation (the individual is creative, the organization is innovative). “The creative opening” – the right context – the conditions – the nurturing – the behaviours.
• Obstacles to creativity.
• The resources of creativity are in the group: cooperation interplays.
• True brainstorming practices: the different uses of the method.
• The contingency graph.
• Asking around the table for suggestions in a creative way.
• The “Why” chain and the cause-and-effect graph.
• Presenting and explaining the four group creativity techniques.
• The individual creativity techniques:
  • Lateral thinking basics
  • How to use analogies
  • The idea factory
  • The creative grid and creative questioning
• Analyzing some great discoveries and innovations.