LEADERSHIP PATH & LEARNING TEAM

Overview

Individual or in groups, short session scheduled according to your needs

The Learning TeamTM, 30 hours to work on one’s leadership in depth and in a collective learning environment, with an innovative and exclusive method.

The Leadership Path: modules to identify and draw on one’s personal resources to lead.

The Leadership Path: modules to identify and draw on one’s personal resources to lead

You said Learning Team?

Experience collective intelligence to address specific managerial issues

Based on an inductive approach to teaching management, the Learning Team ™ approach is a privileged space where collective knowledge is developed from individual managerial experiences.

  • A methodology that uses collective intelligence, members who become learning resources for each other and dialogue within the group
  • Sharing of concrete work experience, critical moments, and personal reflections on these experiences leading to the formulation of specific managerial issues
  • The confrontation with different points of view on the events
  •  Investment of writing through the use of a Learning Journal
  • Confidentiality to ensure the dynamics of trust, indispensable for this type of learning

A Learning Team ™ consists of a 8 - 12 managers at the same level, but can be from a variety of positions and departments.

A Learning Team ™ corresponds to 8 - 10 sessions of 3 – 4 hours every 4 weeks led by a "Learning Manager" authorized and supervised by the Chair LCM, guaranteeing the efficiency and ethics of the process.

The Learning Team™ is adapted to a group of 10 participants at the same hierarchical level.

The exercise of leadership depends on our deep representations of authority

Where do our reactions to authority come from? As we have not waited to be in business to experience authority in our relationships, we come with deep beliefs around how the link between our representations of authority and our experiences are played out. This module invites us to revisit these representations to work on our anchoring of manager / leader.

  • Identify my beliefs and personal expectations concerning authority
  • Identify the impact of my way of managing
  • Be able to share the above with other managers in a collaborative way
  • To create a personal development plan to increase my efficacy and managerial legitimacy

Alternating use of tests, questionnaires, introspective moments, theoretical contributions, identifying managerial critical incidents and sharing time.

This module is done in one day (groups) or 2-3 sessions of 2 hours for individuals. Can be adjusted by request.

How to choose the best style of leadership according to the situation?

The LJI evaluates the degree to which a manager can go outside of their preferred style of leadership to choose the most appropriate style of leadership depending on each situation.

  • Determine a precise point to work on or a question concerning a managers practice
  • Take the LJI test online (Hogrefe)
  • Debriefing of the test results : Discover the relevance of using one style of leadership style rather than another depending on the situation 

Discover styles of leadership that are not allowed to be used but are nevertheless pertinent

Open up to new ways of doing things, in particular in response to the managers previously defined question or point to progress on

Test online. Debriefing one-on-one or by telephone (2 hours) – or – in group (maximum 20 participants) during a day centered around situational leadership style.

Our genius – that which emates from us when we are truly ourselves

Get to know yourself better to exercise responisbility and make conscious choices.

  • Identify your uniqueness through an exploration of the terrains that constitute your identity
  • Deduce the resources that sonstitute ‘personal genius’
  • Define your purpose
  • Put your purpose in service to your Leadership

This module is a collective course over one day (10 participants maximum)

LEADERSHIP BY BENEVOLENCE
To awaken the forces of cooperation and create dream-teams

OBJECTIVE

This day is a response to leaders who want to link their leadership to benevolence, are ready to be innovative, and who question themselves. Benevolence, up to how far? How to rhyme benevolence with performance? What to do when the planets are not in alignment?

Based on groundbreaking contributions from research on cooperation (University of Michigan), illustrated with concrete stories, practical applications and tools for the field, this day offers solid guidance for the long-term and helps leaders to clear barriers related to their immediate concerns.

PROGRAMME

I – THE BIG PICTURE

Initiate your own cooperating ecosystem, maintain it, expand it:

  • The strategic course – the crossroads of reciprocal benevolence, clarity and freedom to innovate
  • The map of relationship, the movements
  • Illustrations: stories, exchanges, real-life cases of participants

II – PRACTICAL CLOSE-UPS

Cooperate and get cooperation in one-on-one management:

  • Six facets of personality
  • Case Study
  • Study of participants’ cases

Cooperate with others and encourage cooperation by creating dream-teams.

  • You need a high functioning team. How do you develop one?
  • Concrete cases
  • Study of participants' cases

How do I share my knowledge ? What type of mentor am I?

Being a manager or a leader is also about passing on one's expertise, one's style, one's vision. The Mentoring test proposes to increase understanding of the learning and transmission mechanisms that are specific to each individual, in order to better adapt their collaborative relationships with others.

  • Have a phone debriefing on the results of your test
  • Identify strengths and areas of progress for his Mentor profile
  • Measure the impact of his Mentor profile
  • To exchange on the experiences of transmission of knowledge lived by the Mentor
  • Obtain operational recommendations to optimize its role as Mentor

Online test, 2 hour debriefing by phone.

Posture of Referee – Source of inspiration for Managers

To referee two teams of footballers during 90 minutes in a stadium with 80,000 spectators and managing a team day to day, are they so different?

From an apparently quirky subject, several essential ingredients of management are shared: to take, assume and support decisions in a context of great responsibility.

  • Although a surprising comparison, several essential ingredients of management are shared: to make, assume and support decisions in a context of great responsibility
  • The big difference resides in the time the referee and the manager take to make their decision. The referee has one second to whistle for a foul and announce the penalty

Objectives of the day:

  • Relearn how to take time to manage
  • Reinvest in the preparation of a making a decision
  • Rediscover the impact of non-verbals

The module is co-facilitated with Stéphane Lannoy, International Referee of Soccer, depending on his availability.

This module is done in groups (up to 30 participants), 1 day.

«YOU ARE SPEAKING SO LOUDLY THAT I CANNOT HEAR WHAT YOU SAY...»

EMERSON

Identify and master resources to develop relational power through an off-the-wall approach that involves play, drama, body and voice work.

The module "Postures and authority" is organized around two parts:

  • Experimentation through participation in different exercised proposed
  • Reflexivity through the collective sharing of experience within the group

This dual approach allows for the involvement of the body and the mind in gaining awareness leading to personal learning that goes well beyond the course.

At the end of the module "Postures and authority", participants will be able to communicate from "their own tools" (the voice, the breath, the gestures...), be able to assert themselves, to listen and to motivate, thanks to relationships that are more frank and ecological.

This module is done in groups (10 participants max) over 1.5 days or more, or for individuals 2 session of 4 hours.

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