The issue

Managing people is not an easy task. It requires a high level of professionalism if one wants to lead one's team to success. However, we often encounter newly appointed managers with insufficient or inadequate training and skills. They are often promoted because of their high performance in their field, but usually lack managerial experience. They find it difficult to abandon their past expertise whether commercial or technical.
In the end, this situation leads to a non efficient managerial line with insufficient delegation leading to low motivation and poor performance.
Managing a team starts with understanding what leading people is about, as well as reorganizing one's agenda and priorities.

Key factors of success

Give managers a clear vision regarding good managerial practices and appropriate leadership behaviours.
Focus on concrete and immediate actions in order to break old habits.
Improve management practices at each level of the managing line in order
to obtain lasting results.
Periodically measure the impact of new managerial practices in order to help managers continue to progress.


WHY CONSULTING services

Diagnostic of the whole managing line based upon our unique methodology WHY MANAGEMENT which entails a mirror survey between managers and subordinates.
Assistance to implement best management practices:
  •  Definition of a management policy and formalization
         of a management policy statement.
  •  Training of managers on leadership fundamentals.
  •  Individual coaching of newly appointed managers.
  •  Measurement of the implementation and related impacts of new
         management practices.
    		•


    Specificities of our approach

    Large buy-in of our training program by all managers due to its high level of customization to the company's context, as well as the deployment of a shared management policy statement.

    A training program with first results obtained in the short term:

  •  Each training session is limited to one or two days.
  •  Trainees discover the best practices through exercises and conversations
         with the group. The trainer does not give a lecture.
  •  Trainees do role playing based on "real life" management situation scenarios.
  •  Training sessions are spread over time in order to monitor the actual
         assimilation of new skills. Trainees commit themselves to put theory
         into practice between sessions.
    		•

    Improvements are easily measured by our methodology WHY MANAGEMENT.

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