Developing Courageous Leadership
Dernière mise à jour : 09/10/2024
Description
In this two-day module, the objective is to strengthen managers' posture in terms of "managerial courage".
How to maintain a listening position while being determined and firm ? How to be determined AND flexible to move forward in constant changes? How to mobilize and unite today's generations in these transformations?
Reconciling these two seemingly contradictory poles - determination and flexibility - may seem counterintuitive. However, it is necessary today, and will be vital tomorrow, in a world where revolutions and paradigm shifts follow one another at a frantic pace. This balance is not always easy to find and maintain over time because our fears, doubts, and comforting habits can catch up with us... and make us change course.
This two-day program aims to accompany managers in new ways of reading their environment, their ecosystem, and their team to bring out new representations of their roles as managers/leaders in light of tomorrow's challenges.
On the pedagogical level, we propose to explore two types of exercises during these two days:
1/ A range of role-playing situations in the form of one-on-one interviews:
Managing resistance to change, denouncing behavior contrary to ethics, giving difficult feedback to an influential collaborator, managing a major team conflict, announcing a dismissal in a sensitive context, imposing a change of direction on a well-advanced project...)
2/ A range of serious game-type exercises to be carried out in team mode:
We offer different levels of challenges to bring participants to train in team mode:
The leader facing crisis, the leader facing change, the leader facing the innovation dilemma, the leader facing ethical and moral confrontation, the leader facing relational courage, the leader must announce unpopular changes to the team...)
These scenarios will allow testing different forms of courage, whether it's decision-making, conflict management, or facing difficult situations.
So many situations to strengthen their relational strategies and their abilities to demonstrate their managerial courage with determination and flexibility in real situations.
At the beginning of the session, each manager will identify a "guiding case" to develop their leadership. Throughout the two days of training, each participant will be able to measure their progress, their abilities, and evaluate, thanks to exchanges between peers, the impact of their leadership and the areas allowing them to deploy their potential.
- Manager/Leader: What differences?
Paradigm shift with their current manager role and the expected leader posture
New perspectives for oneself, the team, and the organization - Exploring the BANI Model
The BANI model - conceptual framework describing the characteristics of environments in which organizations operate today.
- The 3 types of managerial courage: moral courage (ethical), psychological courage (decisional), behavioral courage (relational)
Understanding its implications in team management
Self-assessment to evaluate one's managerial courage
What concrete bridges exist between my current way of managing and what I must prioritize developing / stop doing / modify?
The notion of vulnerability in management
- Identifying my leadership style: Exploring managerial values:
Self-assessment to identify professional values that determine the Leader's style
How values influence decisions and behaviors in difficult moments
Reading grid on observable practices of the leader - personal exercise
Peer exchanges: what hinders or strengthens their ability to be courageous in their leadership role?
Practical exercise: "Simulations of courageous dialogues" - Each participant chooses a situation from their managerial daily life (internal conflict, difficult decision, delicate conversation). In pairs, participants role-play this situation by integrating the courage concepts seen previously
Plenary debriefing to identify learnings and possible improvements.
Q&A session / Regular and personalized feedback from the trainer
Action plan (to progressively build one's personal sheet)
- The role of emotions in managerial courage:
- EI: What are we talking about concretely?
- Video excerpts and analysis of brain functioning
- Presentation of the emotional intelligence model applied to courage.
- Impact of emotions on courageous decision-making.
- Understanding one's own emotional triggers and those of others.
- Participative discussion: how to regulate emotions as a leader?
- Collective reflection workshop - Deciding under pressure in uncertainty
- Practical exercise: "The manager's dilemma"
Participants are confronted with an ethical or strategic dilemma in which they must make a difficult decision. In teams, they discuss the stakes and risks, and must justify the most courageous decision.
Collective debriefing: what obstacles did they encounter in daring to make this decision?
- Decision-making under pressure: between intuition, logic, and risk
- Establishing courageous leadership during individual interviews:
- Practical exercise: Each participant chooses a situation - either one of those proposed below or one from their managerial daily life (internal conflict, difficult decision, delicate conversation). In pairs, they role-play this situation by integrating the courage concepts seen previously
- Discovering the toolbox:
ACTION Method - Operational coaching technique to accompany one's collaborator with influence and tact.
Giving difficult feedback to an influential collaborator
Denouncing behavior contrary to ethics
Announcing a dismissal in a sensitive context
Managing a major internal conflict
Resisting hierarchical pressure
Managing resistance to change
- Leadership and courage facing the collective:
- Managing resistance and opposition in teams:
Types of resistance (individual, collective, organizational)
- Strategies to manage resistance with courage while maintaining a benevolent posture:
Reading Grid: the 3 levels of GOAL in any organization: Individual Goals / Relational Goals / Organizational Goals
- Collaborative games: serious game in teams to consolidate leadership and managerial courage.
Each team chooses its scenario to train. Benevolent atmosphere to encourage risk-taking and real-time experimentation of courage.
- Moral confrontation: Developing ethical and moral courage. Collectively deciding how to react to these situations
- The innovation dilemma: taking calculated risks with courage in an uncertain environment
- The storm of change: making courageous decisions in a context of radical change
- Exchanges and feedback between peers
- Regular and personalized feedback from the trainer
- Q&A session
- Building one's personal roadmap for the coming weeks, inspired by self-awareness, peer feedback, trainer feedback, and experienced tools/techniques
- Closing and evaluation of the training:
- Collective synthesis of the two days' learnings.
- Sharing of individual commitments by participants to integrate more courage into their managerial daily life.
- Closing: "Feedback Circle"
- Each participant shares a key insight or learning from the training.
Objectifs de la formation
● Objective 1: Strengthen managers' leadership by developing their ability to confidently face complex challenges
● Objective 2: Acquire techniques to approach difficult conversations with authenticity and transparency
● Objective 3: Develop a managerial posture rooted in courage, responsibility, and integrity
● Objective 4: Develop the ability to make difficult decisions while maintaining team engagement
Public visé
- Current managers
- Hierarchical and functional managers
- Project managers
Modalités pédagogiques
- Alternation of theoretical presentations, practical simulations, peer learning, and reflective sequences.
- Work on "Red Thread case" (Situation encountered and experienced at the workplace, individually identified by each participant).
- Alternation of modalities: large group, subgroups, triads, pairs, individual.
- Self-assessments
- Provision of articles and videos to deepen the work on the theme autonomously and post-training
Moyens et supports pédagogiques
- Dedicated training room.
- Provision of a participant extranet
- Collaborative tool (Padlet or equivalent)
- Tests and self-assessments
- Shared training support documents made available.
- Updated articles, videos and references made available to delve deeper into the topics covered
Modalités d'évaluation et de suivi
- Pre-training self-assessment
- Digital or paper attendance tracking
- Immediate and long-term training evaluation
- Post-training self-assessment
- Training certificate upon request
- Collection of feedback from sponsors
Prérequis
- Be registered by the Company's Training or HR Department
Informations sur l'admission
- In-house training.
- Scheduling upon client request.
- Minimum 3-week lead time for organization and staffing.
- Participant registration by the Client Company's Training department.
Informations sur l'accessibilité
- All our training courses can be adapted for people with disabilities. We just need a little time to study your expectations and the possibilities available to you with you and our institutional partners.
- To assess your compensation needs, contact our Disability Officer Catherine Herrero Granadel formationpourtous@bentendo.institute