Management
The manager-leader toolkit
The firm's core programme, and the first one most Mauritian participants follow. Three days to stop settling things case by case: set a framework, correct without humiliating, delegate for real, and hold the one-to-one that the diary always drops first.
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
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 drama triangle: getting out of 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 Mauritian case: holding a frame when the team agrees in the room and does otherwise afterwards
Setting a frame that motivates rather than bruises
- Building constructive feedback in three sentences
- Resetting the boundary with someone who does not respect the team's rules
- Facing the resister: "yes but", "I do not have time", the surface agreement
- Practice: each participant replays a conversation they have been putting off
Positioning someone, and building your own 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: growing someone 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, by profile
- How to communicate with your own manager
- A personal action plan, and a commitment from each participant
What this training gives you
Three days of practical tools, usable from the following Monday, to set the frame, delegate, follow up, motivate and keep your team.
The first two days are consecutive. The third takes place a few weeks later, once the tools have been tested on the ground.
The typical Mauritian manager
In the room, the participant most often leads a team of eight to twenty people while keeping an operational workload: a workshop manager who also produces, a floor supervisor who takes calls, a hotel department head who is present during service.
The routines taught are sized for that. A one-to-one that takes an hour per person every fortnight does not survive a high season: the version taught here is the one that does.
Sessions are run in French, English or Spanish.
Questions about this training
Who is this training for?
Anyone who leads a team or is about to: managers and future managers, project leads, executives, supervisors. There are no prerequisites.
Why does the third day take place several weeks later?
The first two days are consecutive and hand over the tools. A tool only shows its difficulty in use: the gap lets participants try them, fail with some, and come back with real situations. The third day works on what happened, not on what should have happened.
How do you correct someone when you were promoted within your own team?
It is the most common case in the room in Mauritius, and a good part of the first day is spent on it. The subject is not technique but the move from colleague to manager, without overplaying authority or pretending nothing has changed.
Does the training take into account that disagreement is rarely voiced openly?
Yes, and it is a real difference from the European version of the programme. A polite yes that commits to nothing costs more than an honest objection, because it only shows in the results. The role plays cover in particular how to bring disagreement to the surface before the deadline.
Is there anything between the sessions?
Yes. Individual access to a complementary e-learning module opens at the end of the first two days, with practical reminders available at any time.
Related trainings
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Visual management: first level
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