Maintenance Team Management Tools "Leadership"

This training course, based on the latest studies in neuroscience, will help you to understand human functioning and how to use it to positively influence your teams.
This training aims to give you all the concrete tools to optimally lead a team and obtain operational results.

• Concrete tools to manage their team and motivate their employees
• Practice-oriented training with lots of exercises, exchange, sharing and feedback. The participants will be at the centre of the training process (Flipped learning).

EVERYBODY
Whether you are: Technician, Engineer, Planner, Supervisor, Team Leader, Maintenance Manager, Quality Manager, Production Manager, Company Manager...

80% practical, 20% theoretical.

The participants are put into action from the very first minutes. Targeted exercises make it possible to become directly aware of the difficulties and blockages that make us react in a particular way. Thanks to feedback from the trainer and colleagues, good practices and pitfalls to avoid are summarised and concretely expressed in tools that can be applied immediately in the field.
Before the training, each participant will receive a preparatory document to identify his or her expectations.
Between the different training sessions, the participants will receive assignments in order to keep in mind the personal development process and a focus on the elements of the training. 
At the beginning of each session, participants will be invited to make a short feedback presentation on how they have put into practice the content of the previous training.

"I would recommend this leadership training to any manager because it provides and develops concepts that are useful to any manager, regardless of their level or seniority in the position. The training is valuable for young managers because it lays the foundations, allows them to understand their team and the different levels of development of their colleagues, but also and above all, the training allows them to position themselves in a neutral way and to adopt an appropriate leadership attitude. For example, the concepts of praise and minute coaching are extremely easy to understand and to implement and are very useful in the development of the person but also of the manager-coworker relationship. The training is also essential for "existing" managers, it allows them to be re-aware of things that they may take for granted or no longer pay attention to. The training also emphasises the responsibility of the manager in the event of discomfort, demotivation or misunderstanding of the coworker. It allows, at all levels, to take a new perspective on situations that are thought to be frozen or in deadlock. The practical aspect of the training is essential: we put into practice the concepts and approaches we have learned, and above all, we return to this experience, session after session, in order to deepen and share our experience. This takes time and work, but it really allows us to integrate the concepts and take full advantage of the lessons learned.  In concrete terms, what did it bring me?  It has given me the keys to communication in order to assert myself without aggression or pretension. I feel more confident to talk about my feelings and my possible discomfort or my questions. I have realised how harmful rumours and three-way relationships are. I favour one-to-one discussions, trying to give less credence to what people say and what is reported. The training also reassured me of my need for clear objectives, and de-dramatised the questions I had.  How am I better equipped to meet the challenges of my job on a daily basis? I feel more legitimate in the communication approach. As a future young assistant, I am less apprehensive about the reactions of my future team, knowing why I was chosen. I start with a fresh perspective and a clear idea of how to approach my team. I feel less in a weak position and I am also aware of my strengths.  MEDIASATURN, JC.

"Every manager should have this training when they start in this position. (coaching, leadership, colour, listening, leading) it is a very good basis. Giving training back to managers who have more experience could be a good refresher. It helped me to confirm some points I thought about myself. I have a lot more confidence in myself, listening to my colleagues, better communication, differentiating the colour of each person, bringing my experience and helping them to understand certain things. It also helps me outside work in everyday life. We have received a good theory that we have to put into practice now. We have the cards in our hands to succeed in our business or whatever, thank you". MEDIAMARKT, JM.

This personal development programme in Leadership takes place at the rate of one workshop per week.
Why is this? So that we can stay in motion, experience first hand, share feedback, receive feedback in an iterative process to achieve sustainable change.

Day 1:

Insights, Type de personnalité et communication

Objectives:

• To become aware and learn that individuals react according to their preferred way of functioning.
• Learn to know ourselves and then learn to decode the way others function so that we can adapt our communication
• We act and interact with others according to our perceptions.
• Learn to understand the other's point of view before trying to impose our own.

How do we do this?

• Use of the Insights® personality type model based on the work of Carl Jung, which enables us to easily recognise the way people work, whether in a sales meeting or during team management.
• The art of asking the right questions
• Active listening
• Communication diagram
• Feedback (giving, receiving, asking)
• Non-violent communication (based on the needs of the other parties involved)
• Empathy
• Assertiveness (DESC method)
• Decoding grid for adapting to others (based on Insights personality types)

SITUATIONAL LEADERSHIP

Objectives:

• To understand, know and know how to use the development levels of the collaborators (Enthusiastic beginner, Disillusioned student, Able but cautious, Autonomous expert).
• To know how to adapt the leadership style according to the employee's level of development (Leading, Coaching, Supporting, Delegating).

How to do it?

• Discovery of the Situational Leadership model and application exercises.
• Role-playing and exercises in relation to team members.
• Setting up a strategy and an action plan for the team members in order to be able to coach and delegate effectively.

Day 2: COACHING

Objectives:

• To know how to use the motivations of colleagues.

How to do this?

• Use of situational leadership and deepening of the coaching part (which is the added value of a good leader)
• Highlighting the limits that the employee sets for himself.

Day 3: CONFLITS

Day 3: CONFLICTS

Objectives:

• Avoiding conflicts with colleagues and customers/suppliers

How do we do it?

• Understand that we do not act, we react according to external stimuli. In these situations, our reptilian brain takes over and we react automatically and often inappropriately.

Day 4: CHANGE MANAGEMENT

Objectives:

• To help colleagues move out of their comfort zone by helping them to understand and accept the stages of change.

How?

• Explanation of the mourning curve of change and the role of the manager in helping the colleague to get involved in the new situation.

Day 5: STRESS MANAGEMENT, PRIORITY MANAGEMENT, ACTION MANAGEMENT

Objectives:

• To become the master of one's life and not let events or others decide for us.

How can we do this?

• Learn to understand how our brain works and what causes stress.
• Know how to recognise the signals and adopt appropriate behaviour.