1

Understanding how a group operates at work

• Analyzing group dynamics.
• Understanding the needs and expectations of the group.
• Situating the team’s role within the company.
• Positioning each individual within the group’s operation.
• Identifying each employee’s capabilities.
• Collecting the criteria for the teamwork to succeed.
• Identifying and managing different personalities.
• Sharing your vision and the company’s values.

2

Taking stock of your own time management

• Measuring your perception and relationship to time.
• Portraying the use of your time.
• Thinking about your organization’s strengths and wastes of time.
• Quantifying the time spent in meetings, on the phone, in appointments, traveling, etc.
• Writing your new objectives and defining your areas for improvement.

3

Organizing group work

• Identifying current collective work times.
• Listing the missions and tasks of your team.
• Identifying the resistance encountered in optimizing time.
• Analyzing the teams’ skills.
• Evaluating the employees’ motivations to distribute activities.
• Taking into account individual and collective needs when organizing activities.
• Adapting your management to the employees’ maturity level.
• Evaluating your employees’ relationship profile to save time in discussions.
• Setting up an effective personal growth plan.

4

Planning your team’s activities with priorities

• Classifying activities using the Eisenhower principle: Important and urgent.
• Updating the priority levels of the activities.
• Determining how long your employees spend on tasks.
• Learning the rules of effective organization.
• Using planning tools.
• Knowing how to organize your employees’ tasks over time.

5

Overseeing and tracking your team’s work

• Defining the team’s rules in terms of monitoring.
• Setting collective and individual goals with the SMART method.
• Managing with scorecards
• Choosing tracking indicators.
• Defining and formalizing individual and collective action plans.
• Tracking actions over time: Implementing follow-up interviews.
• Giving constructive feedback and signs of recognition.
• Offering encouragement on the results achieved and those yet to come.

6

Evaluating the change’s impact on how the activity is organized.

• Understanding the steps to accepting change.
• Knowing how to communicate in order to prepare for the change.
• Understanding the team’s reactions to the changes.
• Evaluating the change’s impact on how the activity is organized.
• Getting the team to commit to the change.
• Improving your ability to explain and give meaning to the decisions made.
• Taking action to maintain involvement over time.

7

Organizing your managerial communication

• Knowing the basic rules of communication.
• Using different forms of communication: Digital, meeting, interview, etc.
• Using situational management to adapt your communications.
• Organizing the collective and individual discussion times.
• Using assertive communication to reinforce your leadership.
• Actively listening, questioning, knowing how to rephrase.
• Using empathy as a source of understanding oneself and others.
• Managing requests and interruptions.
• Knowing how to make requests. Knowing how to say “no”.

8

Organizing the team’s relationships on a routine basis: Managing tensions

• Defusing tensions. The three brains: The basis of our reactions.
• Understanding and managing your reactions.
• Understanding the mechanisms of the drama triangle.
• Understanding behaviors and dealing with them.
• Managing your negative thoughts and emotions.
• Channeling your own tensions and those of your employees.
• Mastering the steps to resolving disagreements.
• Anticipating difficult situations and relationships.