Management
The manager-leader toolkit
The core management programme, and the one most participants start with. Three days on what a manager actually does: setting the frame, delegating, running one-to-ones, and having the conversation nobody wants to have. The third day comes weeks later, once the tools have met reality.
What you will be able to do
- Give constructive corrective feedback
- Bring someone back into line
- Apply a sanction
- Set the frame from the day you take up the role
- Recognise and value people's work
- Hold a one-to-one with each team member, at least monthly
- Know, understand and master the basic coaching tools of the manager-leader
- Position a team member or a manager in front of their team
- Adapt your management to the other person's behaviour
Programme
Opening round: strengths and areas to work on
- Each manager's strengths, growth areas and current difficulties
- Managerial responsibility comes up almost every time, so the fundamentals of communication are addressed here
- Non-verbal behaviour and management
- The drama triangle: taking an adult position in order to say things accurately and factually
- Why positive communication matters, availability and openness
Positioning yourself as a manager
- Rules and values
- Brainstorm: which value motivates you most at work?
- Getting the team to adopt those values, and carrying the values of the company culture
Setting a frame that motivates rather than constrains
- Giving constructive feedback
- Bringing a team member back inside the frame when they break the team's rules or values
- Handling the person who answers "yes but" or "I do not have time"
Positioning a team member, and your own credibility
- The traps that ruin an otherwise sound induction
- Integrating and positioning a team member
- Bringing a new person into an existing team
Becoming a manager-coach: following up, delegating, motivating
- The management interview: how to grow and coach the person in front of you
- The one-to-one as the base of coaching and of keeping a team
- Congratulating and encouraging
Adapting your management to each person
- How to read and adapt to each character in the team quickly
- What to coach, what to delegate and what to frame, profile by profile
- How to approach and motivate each type
- How to communicate with your own manager
Day three, a few weeks later: anchoring the leader-coach posture
- Feedback from the field: what worked with a real team, and what did not
- Peer exchange on successes and obstacles, and practice on situations the managers bring
- Adjusting posture and tools to each manager's own context
What this training gives you
Three days of concrete tools you can use straight away to brief, delegate, follow up, motivate and keep your team.
The first two days are consecutive. The third is held some weeks later, once the tools have been tried on the real job.
The manager who is also on the rota
In Seychelles the person on this training is usually a working manager: a head of department who is also on the floor, a supervisor who covers shifts, an owner-manager who is also the accounts department. The routines taught here are sized for that. A one-to-one that requires an hour a fortnight per person does not survive a season, so the version taught is the one that survives it.
Sessions run in English, French or Spanish.
Questions about this training
Why is the third day separated from the first two?
Because the first two days hand over tools, and tools reveal their difficulty only in use. The gap lets participants apply them, hit the real obstacles and bring those back. The third day works on what actually happened rather than on what should have.
Is it suitable for someone promoted from within their own team?
That is the most common case in the room, and a large part of the first day addresses it: the shift from being a colleague to setting the frame for former peers, without either over-correcting or pretending nothing changed.
What is covered on delegation?
What can be delegated and what cannot, how to hand over an outcome rather than a task list, how to follow up without taking the work back, and how to let someone do it differently from you.
Does it work for working managers?
Most participants here run a team and carry their own operational load. The programme assumes that: the one-to-one and follow-up routines it teaches are built to take minutes rather than half-days.
Related trainings
Motivating without a budget
Most managers have far less control over pay than over the things that actually drive engagement. Two days on the non-financial levers, autonomy, recognition, visible progress and meaning, and on matching them to what each person is actually driven by.
Managing hybrid and distributed teams
When half the team is on another island, at home, or reporting into a head office abroad, the routines that held the office together do not travel by themselves. One day on the rules to set at the start, objectives that read clearly at a distance, rituals, and the remote one-to-one.
Visual management: first level
Visual management puts the few things that matter where the whole team can see them, and turns a short daily meeting into something people act on. One day to build your first board, decide what earns a place on it, and run the stand-up so the team owns it.