Top Management 7

One change ahead


This programme is designed for senior managers responsible for creating the conditions for corporate growth, instigating difficult changes, and developing the maturity to positively exploit the differences between individuals and the potential of each.

Who's it for

  • Leaders,
  • Directors of establishments and industrial sites,
  • Divisional directors.


  • An enriched human management style
  • Mastering change and crisis
  • Adapting to the maturity of each individual
  • Advanced negotiation
  • Optimised public speaking skills
  • Commonsense consultative decision-making
  • Managing stress through enhanced self-awareness
  • Inspiring an audience

EUR 6830

Training Dates Mar 22, 2018
Apr 24, 2018
May 29, 2018
Jun 28, 2018
Sep 4, 2018
Oct 2, 2018
Nov 6, 2018
Language French
In your region Lyon
* This total investment (excl. VAT) includes all material and catering.

Learning Journey

learning journey

Face-to-face interaction

Classroom training

Class room training

Essential time to practice and learn through role and real plays

Boardroom coaching

Boardroom & high potentials coaching

Demanding personal guidance for your most promising game changers

Learning goals

Learning goals discussion with N+1

Management involvement in the learning journey is an essential factor for effective learning success

Virtual interaction

Positive Mirror

Positive Mirror

Sharing positive feedback


4LS evaluation

Evaluating observable behaviour on a 4 level scale

Autonomous learning


Learning experience system Koach

Our multi-device user-centric platform provides an immersive learning experience that improves learning engagement



Complete range of digital content

Memo card app

Memo Card App

Helpful memory triggers always at hand

Serious games

Serious Games

Role play as serious as it gets

On the job practice

On-the-job practice

Our learning journeys stimulate maximum on-the-job practice with frequent opportunities to report back and share successes.


Day 1: Empowering managers

  • The fundamentals of inter-personal communication
  • Declining vision: imparting meaning, motivation and the capacities to achieve the result
  • Change and transition: emotional reactions to unsettling processes
  • The ‘stages of discovery’: from naïve enthusiasm to project implementation
  • Delegation and empowerment: adapting to the different levels of maturity of each individual

Day 2: Coaching performance

  • Active listening: understanding others; identifying tomorrow’s solutions
  • Performance management: measuring results, evaluating competencies, managing potential
  • Praise: a process of consideration and respect for achievements
  • Announcing a change: structuring the arguments for maximum understanding and adhesion

Day 3: Setting the direction

  • Stress management: definition and raison d’être: rational and irrational levers
  • Self control: reacting positively to objections or aggression
  • Attitudes to re-install the conditions for a constructive and balanced exchange
  • Roles: striking the balance between professional and private life
  • Taking and announcing a decision: how to recognise our mistakes

Day 4: Engineering agreement

  • The holistic manager: affirming authority, getting a project adopted, an orientation supported
  • Negotiation: the fundamental attitudes for a better agreement and an enriched relationship
  • Objection handling: the quest for the positive intention
  • The meta-message: what we say, how we say it, and how the other interprets it

Day 5: Installing alignment

  • Performance follow-up: planning and control
  • The reframing session: when the company must preserve its values, and the individual must change his or her behaviour
  • Saying NO: announcing a difficult decision for understanding and acceptance
  • Corporate culture: defining a concrete framework of behavioural values and principles applicable to every level

Day 6: Facing adversity

  • Conflict handling: from mutual accord to mediation or arbitration
  • Group negotiations: the pre-condition of seeking allies
  • Complaints: handle, negotiate, commit and satisfy
  • Asserting leadership in the face of group objections or aggression

Day 7: Preparing for the future

  • Motivation: 10 golden rules for managerial exemplarity
  • Conducting meetings: from work session to information transfer
  • CreaCtivity: organising the 3 poles - ‘dreamer’‘implementor’ and ‘critic’
  • The manager-coach: case work for a vital aptitude
  • Manager Of The Year: close with improved self knowledge and self recognition

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