Managers courses

1 - REFLEXIVE LEADER COURSE, 30h in 6 sessions of 5h

Learning Team™ Pedagogy
Up to 12 people

EXPERIMENTING WITH RELATIONAL AND EMOTIONAL INTELLIGENCE AS A GROUP, TO DEAL WITH SPECIFIC LEADERSHIP ISSUES

Based on an inductive approach to management education, this training is a privileged space where collective knowledge is developed over time from individual experiences (managerial or functional).

In the DNA of this leadership pedagogy developed by the Chair over the last 15 years :

to become learning resources for each other
share in confidence and confidentiality concrete professional situations, critical moments, personal reflections on these experiences and the formulation of a specific managerial problem
enrich themselves with theoretical contributions or tools linked to the exercise of their leadership and reflexivity in management
re-identify one's personal foundations as a leader
Regularly use a Learning Journal to distance oneself and identify situations that seem blocked or complex at first glance.
learning to make precise requests within the group and to provide help and insights from experience for others, through the practice of dialogue

For a dozen professionals of the same level but who may have completely different jobs and functions.

Facilitated by a Learning Manager, authorised and supervised by the Leadership Development Chair, who guarantees the effectiveness and ethics of the approach.

This module is the subject of a research programme which shows in-depth and lasting learning in the individuals who follow it.

2 - SELF LEADERSHIP, 1h30, ½ day or 3 days

2 - SELF LEADERSHIP, 1h30, ½ day or 3 days
Developing your personal search engine
From 10 to 500 people

"If I had one hour to solve a problem and my life depended on it, I would spend the first 55 minutes defining the appropriate question to ask, because once I did that, I could solve the problem in less than five minutes. A. EINSTEIN

For what: Cultivate my agility as a leader by focusing on my role and place through my ability to identify and articulate what I need to spend energy on. To identify my resources to exercise my own authority.

How can I do this? By using a rigorous and very specific questioning process to identify the issue on which I need to make progress as a leader.
In this highly interactive and experiential training course, leaders learn the power of an extremely demanding questioning process that leads them to explore several versions of an issue until the final version, which contains the "solution" = how they should go about addressing their issue.

Through this exercise learners re-examine their assumptions/beliefs about their situation and about themselves, to discover that certain dimensions prevent them from acting. This work is the basis of self leadership*. This reflective skill is at the heart of the resources to be developed for people who have to exert their influence in a top-down (managers) or horizontal (experts, functional staff) manner. It is a journey that is a source of inspiration for the legitimacy of today's managers and leaders.

The ability to grasp the "right question" is also at the heart of the Learning Team™ scheme developed by the EDHEC Leadership Development Chair, which offers managers a time of reflection in peer groups, to develop their leadership from managerial situations that are specific to them. 15 years of practice with this system have led us to the empirical formalisation of a reflective methodology that places the formulation of a question at the heart of the process. The Chair has produced several research articles on the subject.

An invitation to honour the reality of managerial work more than ever
*Establishing free self-direction

3 - ARBITRATION & MANAGEMENT, 1 day

3 - ARBITRATION & MANAGEMENT, 1 day
The referee's posture, a source of inspiration for the manager
From 6 to 25 people

Refereeing two teams of footballers for 90 minutes in a stadium of 80,000 people and managing a team or cross-functional projects on a day-to-day basis, is it so different?

From a seemingly different context, several essential ingredients of management are shared: making, assuming and supporting decisions in a context of great responsibility.
Taking inspiration from the referee to embody leadership: The referee, a leadership that steps aside in favour of the game.
Working on the agility of the posture: sometimes expert, sometimes facilitator.
Taking over a playing field and (re)defining one's action on it.
Reinvest in the preparation of the action and the decision (alone and with the team).
Replay previous actions.
Trust what I cannot see.
Rediscover the impact of non-verbal communication: what does my body say about my posture?
Experiential day with many individual and collective exercises.
Training module co-animated with a high level sportsman; Stéphane Lannoy, international football referee, subject to his availability.

4 - LEADER IN MOTION, ½ day, 1 day or 2 days

4 - LEADER IN MOTION, ½ day, 1 day or 2 days
Leading with your whole body
From 8 to 500 people

Let's meet our body as an instrument to express our leadership: through a musical approach using breath, voice, look and movement, participants will evolve in a progressive and rhythmic way in a benevolent space where sound and body language will be the keys to identify their own resources to lead their projects individually and collectively. This cohesive workshop offers disruptive methods to identify and develop awareness of one's emotional and bodily resources to strengthen authentic leadership.

Pedagogical objectives of the day:

Strengthen one's capacity for presence (to oneself, to the relationship, and to others).
Develop listening skills (active listening).
Enter into dialogue with one's perceptions: what I see, what I hear, what I feel.
Strengthen awareness of oneself and one's environment for a better inclusion of all that makes it up (emotional intelligence and relational intelligence).
Develop awareness of one's uniqueness in the embodiment of one's emotions and their expression.
To develop awareness of one's impact on the relationship, the group and the system.
To draw on one's emotional and non-verbal resources to make decisions, to embody them and to transmit them.
Agree with peers to experience collective intelligence.
Develop constructive feedback to promote learning among peers.
Rehabilitating the body to connect, appropriate and diffuse our thoughts and emotions.

5 - HOW AM I A MODEL OF AUTHORITY? Conference, 1h30 or 1 day

5 - HOW AM I A MODEL OF AUTHORITY? Conference, 1h30 or 1 day
From Followership to Leadership
From 10 to 500 people

THE EXERCISE OF LEADERSHIP DEPENDS ON OUR DEEPEST REPRESENTATIONS OF AUTHORITY

Where do our reactions to authority come from? Because we did not wait to be in a company to experience authority relationships, we have deep-seated beliefs about the nature of the relationship that is played out. This module invites us to revisit these representations in order to work on our anchoring as managers / leaders.

Identify my personal beliefs and expectations regarding authority
Identify the impact of these on my management style
Be able to share them with other managers in a collaborative way
Set a development plan to gain managerial power and legitimacy
Alternate use of tests, questionnaires, introspective moments, theoretical contributions, research into critical managerial incidents and time for sharing.
* Facilitator: Sylvie Deffayet, author of " les clés de l'autorité " Eyrolles.

6 - LEADER IN COACH POSTURE, 1 to 4 days

6 - LEADER IN COACH POSTURE, 1 to 4 days
From 10 to 500 people

TO PERCEIVE THE DIFFERENCE BETWEEN THE COACHING POSTURE AND OTHER POSTURES (MANAGER, CONFIDANT, ADVISER, ETC.) AND TO DEVELOP 3 SKILLS:

Creating a climate of trust and respect: "creating the relationship" (competency 3 and 4 of the ICF*)
Listening actively (ICF competency 5)
Practicing powerful questioning for a maieutic approach to the problems of one's interlocutors (ICF competency 6)

Key competencies for humanistic and inspiring leadership

* International Coach Federation

7 - NON-VERBAL RESOURCES OF LEADERSHIP, 1 to 2 days

7 - NON-VERBAL RESOURCES OF LEADERSHIP, 1 to 2 days
Body posture and authority
From 1 to 25 people

"WHAT YOU ARE SPEAKS SO LOUDLY THAT I CANNOT HEAR WHAT YOU ARE SAYING... EMERSON

Identifying and conquering resources to develop one's relational power through an offbeat approach that uses games, theatre, and work on the body and voice.

The "Postures and authority" module is organised around two axes:

Experimentation, through involvement in the various exercises proposed.
Reflexivity, by looking back on oneself in a large group.

This double approach allows the inscription in the body and in the mind of the realised awareness. These are the memory traces from which the participant will continue to progress well beyond the training.

At the end of the "Postures and Authority" module, participants will be able to communicate using "their own tools" (voice, breath, gestures, etc.), and will be able to assert themselves, listen and motivate, thanks to more open and ecological relationships.
A training course that brings a leadership development course to a close.

8 - TEAM AND STEERING COMMITTEE FACILITATION, 1 to 6 day(s)

8 - TEAM AND MANAGEMENT COMMITTEE FACILITATION, 1 to 6 day(s)
From vision to working together: increasing the internal and external power of the team
From 4 to 15 participants

BUILDING TOGETHER THE VISION OF "OUR" COLLECTIVE: STARTING FROM THE IDEAL AND MOVING TOWARDS ITS TRANSFORMATION INTO CONCRETE AND TANGIBLE ACTIONS. USING A CREATIVE METHOD TO GO BEYOND WHAT ALREADY EXISTS, TO DARE TO MAKE POSSIBLE WHAT SEEMS OUT OF REACH.

Then decide on our Collaborative Contract: how do we want to work together to achieve our Vision? In its practical and personal variations.

Possibility of reinforcing the team's way of working with times of discovery and deepening:

INDIVIDUAL LEADERSHIP AND COLLECTIVE LEADERSHIP (5H)

Identify your style and how it "interacts" with the other styles present in the group
(Re)discovering Situational Leadership, an approach enriched by leadership sub-styles in the form of an experiential pedagogy: finding one's "preferred" mode, trying out other modes, sharing one's representations and reviewing one's beliefs in order to allow oneself to do things differently.
Uncovering potential sources of tension between styles within the team
Respect and understand the value of each style.
What impact on the style of governance?

THE PSYCHOLOGICAL TYPE OF OUR COLLECTIVE (5H)
Psychological Types" are useful for :
1. Identify with which natural PREFERENCES we perceive the world and situations
2. Identify one's own mode of communication and deduce its impact on the other person
3. Mapping the variety of profiles present in the group to take better advantage of the resources of each person
4. Identify the strengths and points of vigilance for the smooth functioning of the team and consider courses of action for collective efficiency.
How, through the Psychological Types approach, can we better work in diversity and complementarity?

FACILITATION SESSIONS
The use of Systemic Constellations and Corporate Constellations: work on micro and macro systems. The practice of constellation allows us to broaden the framework and to examine the interactions between the different actors of a team (internal and external) and/or of the company and to discover the nodes of the problem in the system. It allows us to broaden our awareness, to act on the system, to give each person their rightful place and to contact the necessary individual and collective resources.

9 - LEADERSHIP AND SYSTEMS, 1 to 2 days

9 - LEADERSHIP AND SYSTEMS, 1 to 2 days
Understanding the influence of organisational systems on leaders and identifying their room for manoeuvre
From 10 to 25 people

WHY?

To develop my own perspective on how an organisation should be managed

HOW?

To appropriate an Organisational Development approach
To clarify the challenges of managing a complex organisation
Identify the dimensions of Organisational Design that enable performance to be improved
Understand the levers of organisational agility that are within my control as a leader

The pedagogy is mainly experiential, with inputs on key concepts.

Alternation of collective situations, exchanges and personal reflections.

The Organisational Development reference framework, which is not often proposed in Leadership Development courses, allows links to be made between strategy, leadership and change management. The aim of this module is to think about the organisation of one's department or company in order to make it evolve in a flexible and sustainable manner.

10 - LEADERSHIP THROUGH WELFARE, 1 to 2 days

10 - LEADERSHIP THROUGH WELFARE, 1 to 2 days
Awakening the forces of cooperation and creating dream-teams
From 6 to 25 people

This day is for leaders who want to anchor their leadership in benevolence and who are ready to be innovative. How far should benevolence go? How can it be combined with performance?
What to do when the planets do not align?

With structuring contributions from research on cooperation (University of Michigan), illustrated with concrete stories, field tools and practical applications, this day offers solid guides for the long term and helps leaders to identify concrete avenues adapted to their immediate concerns.

BIG PICTURE
Initiate, maintain and expand your own cooperative ecosystem:

The strategic course, at the crossroads of mutual benevolence, clarity and freedom to innovate
The relationship map, the movements
Illustrations: stories, exchanges, participants' cases

PRACTICAL FOCUS
Cooperating and obtaining cooperation in one-on-one management situations:

Six facets of the personality
Setting up a concrete case
Study of participants' cases

Cooperating with a collective and eliciting its cooperation by creating dream teams:

The need for a collective. How to respond?
Concrete cases - Study of participants' cases

* Animation: Juliette Tournand. "La Stratégie de la Bienveillance" (InterEditions)

11 - THEMATIC SEMINARS, 2h, 4h to 1 day

11 - THEMATIC SEMINARS, 2h, 4h to 1 day
Discover or refresh your ideas on a targeted topic related to leadership
From 6 to 25 people

Need to shed light on one or more aspects of leadership? Do you want to take a step back and put words and theories to your professional experience and your experience of the company? These thematic seminars are designed to provide you with information on an "à la carte" subject. Go back to school for this workshop which combines academic input and experimentation.

Examples of topics :

Reflective evenings
Situational leadership
Toxic leadership
Connecting to your personal search engine
Managerial legitimacy
Managing inclusion and diversity
From followership to leadership
Master class in leadership with EDHEC students