MANAGEMENT
It’s a fact – being a manager is not easy!
Your success depends on other people doing what you want them to do. Yet, other people can be complicated, inconsistent and sometimes, downright obstinate! Key steps to effective coaching include identifying the shortcomings, determining the cause and what needs to change, getting a commitment and providing the support needed for change, and also measuring results and providing feedback.
WHAT WE DO
communicate specific expectations;
remove any obstacles that get in the way;
inspire even those employees who are doing
well – by pointing out that they can do better.
Successful managers have the ability to surpass the common mentality that is “Only I can do this well…”. This prejudice prevents us from delegating tasks to others, who may prove as capable as we are once given the opportunity.
Therefore, delegation is one of the most powerful leadership tools.
WHAT WE DO
will learn to know when it is appropriate to delegate;
will learn the 5 steps of the delegation process which will enhance your ability to delegate and create development opportunities for your employees.
Teamwork is not just a simple thing that comes easy for everyone. Promoting teamwork and cooperation is an essential management ability that leads to a more effective functioning of the group and achievement of top performance.
WHAT WE DO
show how to engage your employees by helping them to find and define their roles;
show how to define your own personal role for each stage of team development;
show how to forge and nurture inspired and committed relationships within the team.
It is a proven psychological fact! By using something that has come to be known as "The Pygmalion Effect", people will perform according to the expectations others have for them. Limited expectations bring limited results, high expectations lead to exceptional results. The good news is that all leaders can learn how to tap into the positive results of the Pygmalion effect with their employees which leads to improving productivity and morale. This program explains and depicts the four ways in which you can transmit expectations to your subordinates: climate, feedback, input and output.
WHAT WE DO
understand how positive/negative expectations create self-fulfilling prophecies;
develop the skills to positively influence co-workers and subordinates;
raise expectations you have for your staff members.
Giving and receiving feedback is one of the most important communication processes in an organization. Giving feedback to your subordinates can improve their performance and make you look better as a leader. Receiving feedback can enhance your career and make your job more rewarding. Yet, there is often a two-way conspiracy of silence that subverts honest feedback and causes a downward spiral of destructive behaviors. Giving and receiving feedback effectively is an actual skill. And like all skills, it takes practice to build
WHAT WE DO
you will learn:
the principles of effective feedback;
the steps of the effective feedback process;
techniques for constructive feedback delivery.
Good management skills are a start. But that’s not what makes you a leader. What makes you a leader is the willingness of others to follow you. And this requires respect, admiration and many other qualities that go into true leadership. Among them, the ability to adapt your style of leading to the circumstances and to the different people you are leading. Fortunately, even though not everyone is a "natural born leader" every manager has the potential to learn how to become one.
WHAT WE DO
you will learn how to :
have a flexible approach as a manager, adapted to the real needs of the employees and not based on your own behavioural patterns;
alternatively use 4 different leadership styles, each according to the specific characteristics of the people you are leading.
True leaders have a clear view of the "bigger picture" and the ability to choose and plan a course of action. Moreover, they also know how to effectively communicate the desired direction and its purpose so that it inspires others to willingly join them on the journey.
WHAT WE DO
you will learn how
make timely and good decisions;
keep your emotions under control;
recognize the importance of personal integrity.
Change inevitably generates resistance. Even the best strategic plans will fail if this resistance is not met and overcome. The challenge is to create a wave of change by gaining commitment from your employees as well as the other stakeholders necessary to make it happen.
WHAT WE DO
Learn,
how to identify the three phases of transition and how to explain the challenges and opportunities characteristic to each one;
the necessary techniques to facilitate peoples’ smooth transition through situations of change;
how to fight the enemies of change: corporate Culture, Motivation, Obstacles and Lack of Vision.
Nowadays, most companies, if not all, have performance management systems in place. These systems comprise of clear policies, rules, forms and procedures. Even so, if the system is not perceived as being important - neither by the employees nor by the management - or it is rather demotivating the staff because the objectives are not clear for everyone, success is not guaranteed. Regardless of how good the system set by the company is, if it is not used by the right people in the right way, it loses credibility and can do more harm than good.
As managers, you are the first ones to lend credibility to the system and your consistent, fair and responsible behaviour is instrumental for the success of the process.
WHAT WE DO
How,
set clear professional and behavioural objectives;
utilize techniques for monitoring progress and evaluating results.
Risks are always present in our professional and even personal life. In business, we face them all the time and, most of the times; they shape our decisions, but also our indecisions. On the other hand, risks bring significant economic advantage to those daring to confront and manage them, the so-called "risk premium".
WHAT WE DO
Show you ,
the 5 stages of the risk management cycle and the specific methods for each stage;
the 4 response strategies of action plans in risk management.
WHAT WE DO
you will learn:
the principles of effective feedback;
the steps of the effective feedback process;
techniques for constructive feedback delivery.
As a manager, the productivity of your workforce is a primary responsibility. And a major source of productivity is the employees’ satisfaction of the job and the motivation for work. In order to work well, people have to be strongly involved in their work and committed to achieving certain goals, from simple ones like making money or getting home sooner, to more complex ones such as increasing market share or lowering production costs. An attempt to list all reasons and factors which can motivate and energize people to accomplish more may prove to be a difficult task.
WHAT WE DO
you will :
understand the main motivational theories;
learn a series of strategies to motivate and increase the employees’ level of satisfaction for their work.
A lot of companies are unprepared to face the changes that future brings. In an ever-changing competitive environment, the key to success it is not as much the quality of operational planning as it is the clarity of the strategic thinking of an organization. It is strategic planning that sets the direction and the objectives of the organization. Strategic planning means effectiveness and is oriented towards making the right things - the things that need to be done. It is essential for managers to understand the company’s strategy on the medium and the long term and to place it in the context of their own preocuppations and objectives.
WHAT WE DO
you will learn how
recognize the importance of strategic planning;
understand the main instruments for analysis and strategic decision;
understand the different approaches in strategic management.
Making decisions is an essential leadership ability. If you know how to make timely and well based decisions you will be able to lead your team to performance. Deciding something oftentimes means making a choice. And making choices entails a wide range of personal abilities such as the capacity to collect and process information, to think logically, to be creative, assertive and to empathize with other people’s needs and problems. But making decisions also means thorough knowledge of the techniques and the steps of the decision making process.
WHAT WE DO
Learn,
the importance of decision making;
to differentiate between decisions based on their importance and difficulty;
the structured approach for the decision making process.
What happens to you if you do something wrong? How about if you do something very well?" – The answers to these questions describe best the culture of the organization you work in. A culture that stresses orientation towards results, innovation, encouragement of opinion and collaboration will predictably lead to performance.
Unlike traditional performance management, Agile Performance Management is dynamic and has a horizontal structure. The birth of a new evaluation model is based on the explosion of social media, on the transformation of the culture into a competitive advantage and on the creation of a new decision-taking model, based on multiple information sources (crowdsourcing).
COACHING
Coaching is meant to accompany a client in a personalized way, based on the current business context and on the future objectives to be achieved in a specific timeframe. It can start with an initial evaluation and it’s a one-to-one interaction.
Develops team maturity, efficiency and alignment based on individual and team awareness. Improves company culture towards transversal working and lateral thinking
Summary of the previous session – a look at the progress: what changed, what are the shortcomings, defining the next objectives to work on, ½ team session and what the team did different during the time we are working together.
SURVEYS
The success of a business depends, to an overwhelming extent, on the team that supports it and builds it up day by day with passion, energy and competence. Employee recruitment and loyalty has become a sophisticated process that needs to take into account not only the company`s requirements, but also what aspirants want, their expectations, the way in which their competences and business requirements match, and, above all, the creation of a favorable, reliable climate, so that employees feel valued. Today, loyalty has become a rare bird. "Knowledge is power".
Panel based climate and engagement studies, both at a company (internal) level and at a market (external) level, give a clear, structured and actionable picture of the employee perception, of the market and of the employer brand belonging to the company.
We start with climate and engagement studies, but we do not stop here. We have the ability to deliver various online or mobile market studies on a representative section of the population of the target country, or multi-country studies on methodologies that are globally best in class. We invite you to a conversation on this topic and we can give you more insight into the expertise, methodology, global references and technology we use.
