Management
The manager-leader toolkit
The firm's core programme. Three days to stop settling everything case by case and to have tools that hold: set a frame, correct without humiliating, delegate for real, and adapt how you work to each person.
What you will be able to do
- Set a working frame from the day you take the job, and hold it without raising your voice
- Give corrective feedback that is about a fact rather than about the person
- Address a lapse, and know when a sanction becomes the only option left
- Tell having authority from carrying authority — and stop confusing the two
- Hold a monthly one-to-one with each person without it becoming a general catch-up
- Bring a newcomer into an established team without weakening them or the others
- Adapt your management to each person's behavioural profile rather than applying one recipe to all
- Recognise someone's work in a way they actually receive as recognition
Programme
What is at stake in a manager's communication
- Round of the table: each participant's strengths, development areas and stuck situations
- The manager's non-verbal behaviour: what the team reads before listening to the words
- The Karpman drama triangle — leaving the rescuer/persecutor pairing and speaking as an adult
- Positive communication: availability and openness as conditions, not as temperament
Positioning yourself as a manager
- Rules and values: what is negotiable and what is not
- Getting people behind company values without reciting a charter from the corridor wall
- The Swiss case: setting a frame in a team that expects consensus first
Setting a frame that motivates rather than bruises
- Building constructive feedback in three sentences
- Addressing someone who does not respect the team's rules
- Facing the resister: the “yes, but”, the “I don't have time”, the surface agreement
- Practice: each participant replays a conversation they have been putting off
Positioning someone, and establishing your credibility
- Bringing a new person in: the classic traps of the first weeks
- Positioning someone in front of a team that was not expecting them
The coaching stance — following up, delegating, motivating
- Praising and encouraging credibly rather than ritually
- The management conversation: helping someone grow rather than checking on them
- The one-to-one as the foundation of follow-up and retention
- The four levels of delegation, and choosing the right one for the person
Adapting your management to each person's profile
- Quickly reading how someone operates and communicates
- What to coach, delegate or frame, depending on the profile
- How to communicate with your own manager
- A personal action plan, and a commitment from each participant
Questions about this course
Why three days and not two?
Because the third day takes place a few weeks after the first two. Participants leave with tools, try them on their own team, and come back with what worked and what failed. That return from the field is what turns a course into a change of practice; without it, the tools remain seminar notes.
What comes after this programme?
“Non-financial motivation levers and team coaching” is the natural next step: two days on motivation levers, team vision and coaching your people, which assume a few weeks of practice with the core tools. A newly appointed manager and a manager with years in post both start here.
Should participants bring real situations?
Yes. Each participant brings two or three situations they have not managed to handle: a delegation taken back, a correction avoided, someone who has disengaged. The role-plays work on those cases rather than on scenarios written in advance.
Does the programme suit a team split between French- and German-speaking Switzerland?
Yes, and the subject is covered explicitly. What people expect of a manager is not the same on both sides of the language border: the relationship to hierarchy, the place of consensus, the way disagreement is voiced. The session runs in French, English or Spanish depending on the make-up of the group.
Related courses
Non-financial motivation levers and team coaching
In a country where salaries are already high, a pay rise is no longer what keeps someone. Two days to organise motivation differently: twelve practical levers, mediating a conflict, and a team vision that people take on as their own.
Hybrid and remote management
Managing at a distance is not doing the same thing through a screen. One day to set clear rules from the start, install rituals you genuinely keep, and learn to recognise and to correct people without body language to lean on.
Visual management — first level
A badly designed team board becomes a noticeboard nobody looks at after a month. One day to choose indicators that genuinely serve, a ritual you can hold, and rules that stop the tool turning into surveillance.