Management & Leadership

Are you a manager and do you wish to improve your managerial skills and gain in confidence and legitimacy? This cycle will allow you to acquire the right reflexes and postures. You will learn the fundamentals of management: how to develop motivation, how to delegate, how to conduct managerial meetings. You will even be able to go further on the subject thanks to contributions on situational management, change management and leadership positioning.

$65 VAT-exclusive

Management : a Mission, a Posture

The reasons that made you accept the managerial function will in fact influence the way you manage. What made you accept or apply for the managerial function: Money, evolution, power, self-actualization? It is important to be clear about your motivation and to open them up to higher levels, to keep good energy levels through all the stages and challenges of your managerial life.

What does it mean to be a manager? What really changes? To tell you the truth, it’s a radical change. Another way of thinking, another way of being and another way of acting. Above all, you will have 3 major responsibilities to manage. A responsibility for results, for employee satisfaction (their motivation) and for implementing the group’s policies.

Being a manager requires developing 3 main qualities: to show kindness in order to establish mutual trust, to build up managerial courage in order to make decisions and keep the helm of objectives, and finally to develop the agility to adapt to different people and permanent transformations.

In 2018, 30% of employees described their line manager as “bad”. The judgment is so radical that it is easier to understand why 2/3 of employees would not want the manager’s position. Is it so difficult to be a competent manager? The manager has to go from “doing” to “getting done”, from “acting” to “getting people to act”. How can this be done? By being at the same time an organizer, a facilitator and a leader.

The challenge of being a manager has intensified. Since 1910, managers have been asked to be supervisors, then bosses, executives, leaders, coaches, intrapreneurs and finally facilitators. In addition to all these roles, they must walk a tightrope of expectations, sometimes at the opposite end of the scale from all their interlocutors.evelop the agility to adapt to different people and permanent transformations.

Are you a soon-to-be manager ? Or have you recently been promoted? Becoming a manager is an essential career step. The first impression you will make is the one that will make a lasting impression and guide the weeks to come. There are five pitfalls to avoid during these first steps in your new position: parachuting, the invisible man, naivety, certainties and rushing.

How do you create an alliance with your boss? How can you improve your relationship with your superior: finding your place in front of your boss, understanding the implicit and explicit needs of your superior, telling them your coaching needs, and adjusting your communication style with them.

How can we maintain a constructive attitude to facilitate cooperation at work and manage disputes and conflicts with ease? We will see the 3 hindrances to avoid (criticism, confirmation and justification) and the 4 good habits to maintain. These attitudes will help you reopen the field of possibilities.

Developing Motivation

Our employees are different. They are not motivated by the same things. They are not like you. Maybe you like stability, but they are happy with diversity. Do you know what motivates each of them? Here are a few questions and ideas to help you motivate each employee according to their individual levers.

Five signs of recognition can generate extra motivation: words of affirmation, receiving gifts, quality time, acts of service and the non-verbal. It’s in this environment of attention that your interlocutor will be motivated to give their best. Here are the 5 attitudes adapted to the company with many examples facilitating their application.

Employees complain of being “demotivated”. By taking their comments at face value, we can therefore consider that the manager’s first challenge is to avoid demotivating his teams. Three managerial attitudes should be eliminated: taking your employees for wrenches (simple work tools), taking your employees for children (adopting paternalistic or maternalist management), and taking your employees for idiots (not giving meaning, nor listening to their opinions).

How best to manage seniors in the company? Here are 3 tips: manage them normally, i.e. as equals, from adult to adult, neither from a high nor low position. Second: show consideration for their skills and experience, which are an asset for all. Third: find the right levers to keep them motivated.

They were born between 1980 and 1995 (2000 according to some experts). They are called generation Y, followed by Generation Z. Babyboomers and X’s are a bit helpless in the face of those who will soon represent the majority of employees. The good news is that their difference and their demands are forcing managers to become excellent. Not just good managers who deliver results, but leaders who inspire, listen, develop, take risks. How to manage the new generations Y and Z? Here are 3 tips: treat them like adults, be inspiring and be flexible.

Situational Management

How to be a good manager when dealing with so many different employees? Situational management is the answer. The basic principle is to adapt your management to the level of competence and motivation. In short, to the autonomy of your employee. There are 4 styles of management: directive, explicative, participative and delegative.

“Directive” management is particularly adapted to people who are not competent and not motivated to carry out a mission you have entrusted to them. Here is how to recognize if this type of management is appropriate and how to use it if so.

“Explicative” management is particularly adapted to people who are not competent but are motivated to carry out a mission you have entrusted to them. Here is how to recognize if this type of management is appropriate and how to use it.

The so-called “participative” management is particularly suited for people who are competent but not motivated for a mission that you entrust to them. Here is how to recognize if this management is suitable and how to use it.

The so-called “delegative” management is particularly suited for people who are competent and motivated for a mission that you entrust to them. Here is how to recognize if this management is adapted and how to use it.

Learn How to Delegate

One of the first challenges for a manager is to move from “doing things” to “getting things done” and from “taking action” to “getting others to act”.  

Generally speaking, a manager has 4 overall goals. They must, simultaneously : produce, manage, lead and innovate. Becoming a manager means spending less time producing (by delegating), optimizing your management and therefore freeing up time in order to focus on leading the teams and working towards your vision. 

Knowing how to delegate means entrusting employees with tasks that they may not yet be competent to perform. Your employee will grow in skill on these new tasks and you will have more free time to invest and develop yourself in other missions. Here are the 6 steps to set up a delegation plan for each of your employees.

Do you find it impossible to delegate more? This video will explain how you sometimes take on your employees’ tasks and what are the real reasons that make delegation so difficult. If you overcome these obstacles, delegation will be a piece of cake for you!

Setting up Meetings with your Employees

How to lead successful one-on-one meetings with your employees? Just follow 5 very simple steps: a warm welcome, getting straight to the point, sharing, setting concrete goals and following up.

How to practice active listening? Above all, what is the basis of active listening? Availability, curiosity and openness. Here are the 3 key principles to which you can link 3 tools: synchronization, questioning and reformulation. We are going to study these qualities and tools that will make you an excellent communicator.

Do you congratulate your collaborators and colleagues? Do you also, like many others, believe that when a job is well done, then it’s so normal that there’s no point in pointing it out? Do you remember to give positive feedback to your colleagues and your superiors? Given that positive feedback is a source of well-being, motivation and performance, you are really missing out on a great lever.

Is your employee or colleague not on target with a goal that you have agreed on? Are their attitudes and actions not in line with the expectations? Don’t delay refocusing with them.This is a great opportunity for you to show courage, caring and agility.

Normally the annual performance review is a time of sharing which takes place every year between a manager and his team members. It’s a time to talk about the year that’s gone by, review the previous goals set and to determine new objectives. How to make this interview a springboard for everyone and not a trying moment?

Improve your Leadership

What does it mean to be a leader? What is leadership? Are you a leader? In this video we will see the definition of leadership, the winning equation of a true leader and the challenge of developing leadership. You will also find tips to develop YOUR leadership.

You want to develop your leadership and you have understood that the art of influencing is one of its pillars? In this video, we will see how to be a true leader who influences and inspires. Because they let go of their “good student” persona, because they provide vision, because they are visible and because they take risks.

16 years. That is the amount of time a manager spends in meetings during his career. The manager will have to lead many of them with their team, clients and colleagues. What are the 3 keys to avoid wasting everyone’s time during these meetings? Choose consciously where you’re going, hold the frame and give everyone the opportunity to speak.

Managing Change

Managers can no longer confine themselves in being a mere transmitter of the change desired by the Senior Management. They must be a driving force for this change. In our changing world, they must anticipate and initiate change rather than undergo it. Three talents are therefore necessary: Being on the lookout (benchmarking, etc.), making your teams think and brainstorm with them, and finally being proactive during transformations and continuous improvement.

How can I accompany change as a manager? Here are 3 tips that will make all the difference: share, co-construct and act. Share by listening and expressing yourself in the middle of the transformation process Co-construct, in project mode, the application of the decided change in the department, And finally make sure to involve employees in the action towards innovation (test and learn mode,…).

Resistance to change is a crucial part of the change process. There is no impacting change without resistance (denial, anger, bargaining, decompensation,…). Here in detail are all the phases of change that you and your employees will go through and how best to accompany them towards the new organization.

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EVOLITUDE’s 15 years of expertise in Management and Soft-Skills is distilled in 250 videos available in French and English. 

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