Purpose

To integrate the various facets of your role as a manager both to both mobilize your team and to help it attain its results.

Customers

Executives, managers, professionals and consultants

Learning objectives

By the end of this training session, participants will:

• Have learned their role as supervisor;
• Understand that they represent the company to their employees;
• Have developed the ability to create a motivating environment;
• Know the difference between dissatisfaction, being neutral and motivation;
• Have had a motivating experience as a group;
• Have identified their supervision style and impacts on their team;
• Have practised situational leadership;
• Have developed a maturity grid for two of their employees;
• Have developed their skills communicating within their team;
• Have had a communication experience highlighting the importance oflistening and the influence of the frame of reference;
• Understand how to find information without pressure;
• Have grasped the importance of giving feedback, both in terms ofrecognition and improvement;
• Have practised two types of feedback;
• Have identified areas for development as part of their work.

Breakdown

Theory presentations (30%); workshop (40%); case studies (30%).

Content

Elements Day I

• Introduction: objectives, expectations, and groundrules
• What is supervision?
• Supervision in organizations
  • Exercise
  • Talk

Motivation

• Exercise: What motivates me, what motivates myemployees
• The fundamental process of human motivation

Leadership

• Exercise: Analysis of Behaviour Effectiveness
• Reflection grid
• Talk on situational leadership
• Questionnaire answers

Day II

Leadership

• Case Study
• Talk: Employee readiness
• Transfer exercise

Communication

• Practical exercise: experiencing difficulty incommunicating
• Diagram of communication and its components
• The three levels of listening
• Four types of questions
• The five Rs: the techniques of active listening

Feedback

• Talk: The difference between judgement and fact
• Exercise
• Recognition feedback
• Talk
• Practice
• Improvement feedback
• Talk: The solving problem mode, the person is not the problem

Evaluation of training