Insight

This programme focuses on your manager’s skills to motivate and coach each of their individual employees. Participants will make the shift from firefighting, ad-hoc control and command, to developing a proactive, collaborative culture. One based in challenging dialogue, aligning employee values and ambitions with those of the company.

Benefits

• The manager as role model/example - constructive interpersonal communication
• Improved control of ones-self, others and the business, also in turbulent times – priority-setting and re-alignment
• Reinforced employee engagement and development – empowering delegation, feedback, goalsetting, coaching for observable impact
• Time and productivity gains – better preparation, inspiring and challenging meetings, ownership for actions
• A healthy flow of initiatives – solicitation and involvement
• A sustainable culture - aligning employee values and ambitions with those of the company

Audience

• Managers
• Team and project leaders

Programme

Day 1: My environment, roles, challenges and dominant style

• Exemplarity and the principles of human capital development
• Key stakeholder analysis – their stakes vs. my stakes
• My positioning towards myself, others and my environment
• Perception and reality: the way we spontaneously interact with others
• The constructive attitude as the starting point for a fair judgement
• Delegation, empowerment and accountability
• Communicating a difficult decision, recognising mistakes
• Balancing styles between involving and directing

Day 2: Managing day-to-day performance, the balance between involving and directing

• Learning from experience – results of the first day’s training
• The power of influence and awareness: the 3 laws
• Setting objectives and expectations
• Understanding people and performance, the art of questioning and listening
• Control and handling of performance issues
• Encouraging and supervising: key attitudes
• Handling deviations: intervening to preserve company values and employee alignment

Day 3: Developing people for tomorrow 

• Check progress of my learning goals – managing performance
• Understanding deep motivation drivers, using ascending questions
• Critical behaviour interviewing: getting and giving feedback
• The evolution method in the context of coaching, development meetings, talent reviews
• Growing people
• Dealing with high performers and talents
• Conveying an impactful message to a group 

Day 4: Managing difficult situations

• Check progress of my learning goals – coaching and developing people
• The two dimensions of managing turbulence: task and relationship 
• Saying No is saying Yes to something else
• Change: stages of discovery, the mourning curve, accompanying transition and resistance
• Dealing with challenging working sessions and group dynamics
• Group negotiations – seeking allies and managing divergence
• Handling conflict - from mutual agreement to arbitration

Day 5: Managing new development(s), driving performance

•     Check progress of my learning goals – managing the roadblocks to change 
• Managing creativity – roles and attitudes   
• Venturing initiatives: presenting a project or recommendation upward
• 10 golden rules and practice with own cases
• The manager-coach: identify the problem, gain acceptance so the solution can emerge
• Leading continuous improvement and innovation – exchange of best practices – presentation of case studies
• My brand and further development
• Final feedback  

Highlights

Small groups: each group is comprised of between ten to twelve participants from different organisations. This ensures optimal conditions for genuine individual development combined with best practice exchanges between participants.
 

Role plays and practical exercises: our teaching method stimulates self-knowledge, promotes awareness and leads to long-term behavioural change.
 

Sequential: the training process involves 3-5 weeks’ application on the job between training days, allowing each participant to integrate the content long-term, and to take ownership of it in the form of new attitudes.
 

Feedback: at the beginning of the day, each participant presents his or her feedback based on the concrete results achieved. The successes and/or difficulties are then analysed and commented upon, and the learning points transformed into a new action plan. The training day continues with new modules, according to the same process.
 

The "blended" approach: before, during and after the training programme, the participant is asked to continue his or her learning process online to gather feedback from his or her colleagues with the 361°.

Beyond their training programme, participants will have access to the Krauthammer Alumni network for sharing among peers and exposure to new insights.

Brochure

pd_the_management_training__091111_en.pdf