“Become a Leader” a 4-month leadership training and coaching program.
Become leader
4 months Leadership development program
Becoming Leader
Boost your leadership in 4 months !
The “Becoming Leader” leadership development program is an integrated training program that sheds light on your personal ways of acting and deciding as a leader, on team dynamics and on organizational needs.
It is also practice, practice and more practice, exchanges and sharing about each participant’s leadership experiences. The program emphasizes group support and enriching and inspiring exchanges.
This program offers you personalized support throughout the program with a dedicated coach, who will be your privileged interlocutor for your development.
This program aims at putting into practice immediately the tools that are best adapted to your context and that make the difference for you.
Each participant acquires a better knowledge of himself as a leader. It is a development program that will allow each participant to boost his/her individual and team results and to take long-term actions to deliver fulfil/meet his/her organizational objectives.
The complete “Becoming Leader” program clarifies the participant’s ways of acting and deciding, his/her values, his/her way of functioning as a leader, his/her level of self-confidence and his/her way of adapting to more difficult or uncertain situations.
The program updates his/her great strengths, his/her energy-consuming behaviours, and his/her limiting beliefs as a leader. It also lifts the veil on team dynamics, leadership styles and conflict management.
It explains what it means to set good objectives, good performance indicators and what it means to monitor performance. At the end of the course, the program includes an action-oriented exercise that measures up to his or her ambitions to integrate the material and put into practice new behaviors and states of mind.
This program allows, through a personalized coaching path, to implement the necessary changes to oneself as a leader and to one’s context. Finally, it allows rich exchanges of good practices and experiences between trainers and participants.
Becoming leader of oneself, of a team or of an organisation can be learned. The field experience of the Becoming Leader team is there to prove it.
Any leader can be challenged by personal behaviours, beliefs or emotions that block them in certain situations and prevent them from developing their full potential. They may also be confused about what motivates or de-motivates them, their areas of strength and their areas of greatest vulnerability.
This makes them doubtful and does not allow them to fully engage in their leadership role.
Their team seems to stagnate in terms of performance and they have no idea what levers to activate to unblock the situation.
There are many conflicts between colleagues. And their only strategy is to avoid them, which in the end solves nothing.
Communication within the team is not satisfactory. It could be improved through the use of constructive feedback skills, which would increase confidence in the team.
The autonomy of each member of the team would also benefit from being improved so that they can find and test their own solutions.
This would allow the team leader to stop systematically positioning himself as a rescuer or advisor and to allow the employees to become actors of their own solutions. Leaders could benefit from improving or developing their coaching skills.
How to best organise the team in a cooperative and efficient spirit in order to best deploy the group’s vision at the operational level?
These are some of the issues that are addressed and worked on in our 4-month leadership development programme.
This programme is designed to be practical and focuses on practice (80% of the programme) rather than theory (20% of the programme).
Enabling leaders to get to know themselves better, to better manage their teams and to learn how to communicate adequately, to place their action in the global context of their organization is :
- the best way to enable organizations to move forward,
- the best way to create a human and efficient management,
- the best way to create commitment and collaboration,
- the best way to generate other leadership vocations within organizations and, who knows, the immediate expansion of leadership skills within its teams even for those who have not taken the training thanks to those who have taken the training and who have acquired inspiring leadership behaviors and states of mind with the know-how developed.
Do you want to know more about our services and our professionals?
The essentials of the “Becoming Leader” program:
PREPARATORY WORK: profil’INC – Inventory of personality, assertiveness and adaptability.
- Taking a remote personality test: profil’INC. Test developed by the Institute of Neuro-Cognitivism. Self-discovery in terms of deep and acquired motivations, what pushes us to act and decide or on the contrary what hinders us. Getting to know one’s behavioral intolerances and how to better adapt in unknown situations.
- Debriefing of the test with our expert profil’INC for 2 hours.
Step 1: AFTERNOON – Discovery of the program and your training teammates.
- Get to know the founders of the program and its training teammates through group activities and sharing.
- Choice of the coach who will accompany you throughout the program.
Step 2: DAY 1 – Self-discovery (part I).
- Becoming aware of how humans function according to the Neurocognitive and Behavioral Approach model.
- Recognizing and responding to emotions.
- Drawing up a plan for leadership development.
- Becoming aware of what has a strong negative and positive impact on one’s leadership. What changes should be made?
Between Step 1 and Step 2, meeting with your personal coach for a personalized coaching session.
Step 2: DAY 2 – Self-discovery (part II – continuation and end).
- What are one’s default communication habits with others? Are they bearable? Considering new ways of communicating.
- How, as a Leader, do you recognize your collaborators? What changes do you make in your own professional field? What new commitments do you make to your employees?
Between Step 2 and Step 3, meeting with your personal coach for a personalized coaching session.
Step 3: DAY 3 – My team (part I).
- Leadership and Management: two sides of the same coin. Learn how to distinguish them.
- What kind of leader are you? Confront your leadership personality with your professional context. Find out when it works and when it doesn’t. Deal with dysfunctions.
- What are your relational challenges with your team? What new attitudes should be adopted?
- Being aware of the different leadership styles. Adapting them to each employee and his/her context. Make a personal diagnosis for the appropriate changes.
- How does a team form and behave? Where do you personally stand with your team? (2 first steps of the model).
- Discover ithe diferent modes of conflict resolution. Revisit your conflicts with simple and powerful coaching tools. Resolve a conflict live.
Between step 3 and step 4, meeting with your personal coach for a personalized coaching session.
This session takes the form of an in-situ observation on the participant’s professional field according to his or her specific needs. This observation is followed by a debriefing with the participant.
Step 4: DAY 4 – My team (part II).
- How a team is formed and behaves. Where do you personally stand with your team? (last two steps of the model).
- Setting objectives and performance indicators. Following them up. Determining your own. studying cases.
- Becoming familiar with the different types of feedback and developing your ability to give feedback. Taking action by practicing.
- Developing your action plan and objectives.
- Managing the performance of a team. The importance of delegation.
- Recognizing dysfunctions in your team. What about your team? Making a diagnosis.
- Solving dysfunctions with a fundamental problem-solving technique. One more tool in your toolbox.
Between step 4 and step 5, meeting with your personal coach for a personalized coaching session.
This session takes the form of an in-situ observation on the participant’s professional field according to his or her specific needs. This observation is followed by a debriefing with the participant.
Step 5: DAY 5 – One’s organization (part I).
- The 4 fundamental ingredients of performance.
- In concrete terms, how is performance managed on a daily basis? Diagnosis of one’s own performance.
- The necessary ingredients for good change management. Diagnosis of one’s own context.
- Stakeholder management as an indispensable weapon in any change management.
- Implementation of one’s action plan.
Between step 5 and step 6, meeting with one’s personal coach for a personalized coaching session.
This session takes the form of an in-situ observation in the participant’s professional field according to his or her specific needs. This observation is followed by a debriefing with the participant.
Step 6: DAY 6 – One’s organization (part II).
- General review of the tools and their applications in the field.
- A life-size exercise of integrating the material while having fun.
Between Step 6 and the closing evening, meeting with your personal coach for a personalized coaching session.
This session takes the form of your choice:
- an in-situ observation on the participant’s professional field according to his or her specific needs. This observation is followed by a debriefing with the participant,
- 3 coaching sessions 1/1,
- a workshop opportunity.
CLOSING AFTERNOON : Looking back on the road travelled.
- What is the balance sheet for the last 4 months? Telling your story.
- Sharing experiences.
- Celebrations.