Leading individuals, teams & performances


This programme focuses on your managers 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.

Who's it for

Managers, Team and project leaders


  • 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

EUR 4455

Dates Sep 19, 2019
Oct 17, 2019
Nov 14, 2019
Dec 16, 2019
Jan 28, 2020
Language French
Region Paris
* This total investment (excl. VAT) includes all material and catering.

Learning journey


Face-to-face interaction

Class room training

Class room training

Essential time to practice and learn through role and real plays

Boardroom coaching

Executive coaching

Boost personal performance and growth

Learning goals

Learning goals discussion with N+1

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

Virtual interaction


361° online self & peer evaluation

361° behavioural snapshot

Positive mirror

Positive Mirror

Sharing positive feedback

Autonomous learning



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


Learning experience system Koach

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

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: My environment, roles, challenges and dominant style

  • Exemplarity and the principles of human capital development
  • Key stakeholder analysis: 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
  • The power of influence and awareness: the 3 laws
  • Delegation, empowerment and accountability
  • Communicating a difficult decision, recognising mistakes

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

  • Learning from experience– results of the first day’s training
  • Balancing styles between involving and directing
  • Setting objectives and expectations
  • Understanding people and performance, the art of questioning and listening
  • Control and handling of different performance situations
  • Encouraging and/or supervising

Day 3: Developing people for tomorrow

  • Check progress of my learning goals – managing performance
  • Understanding deep motivation drivers, using ascending questions
  • Giving feedback
  • Growing people: the evolution method in the context of coaching and development meetings
  • Change: stages of discovery, the mourning curve, accompanying transition and resistance
  • Conveying an impactful change message to a group

Day 4: Managing difficult situations

  • Check progress of my learning goals – coaching and developing people
  • Change: stages of discovery, the mourning curve, accompanying transition and resistance
  • Saying No is saying Yes to something else
  • Dealing with challenging working sessions and group negotiations
  • Realignment: handling deviations to preserve company values and employee alignment
  • Handling conflict

Day 5: Managing new developments, driving performance

  • Check progress of my learning goals – managing the roadblocks to change
  • Working session and managing creativity – roles and attitudes
  • Venturing initiatives: presenting a project or recommendation upward
  • The manager-coach: identify the problem, gain acceptance so the solution can emerge
  • My brand and further development

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