soft-skills Develop your skills in · Time management with Outlook Creative problem solving: structure your approach to innovation. Boost your innovation creativity. Organize your

CATALOGS OF TRAININGS

Develop your skills insoft-skills

Management Communication Professional and personal development

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Introduction

ManagementGuiding the teams: when the cat's away, the mice dance?

Innovate, federate, motivate: conduct meetings in collaborative mode

Manage your team: agile leadership through NLP

Delegate effectively to better empower

Agile management: a question of style

Team management fundamentals

How to lead and manage a diverse workforce

Team-building: use MBTI to promote team-cohesion

The keys to decision-making

Coach and train your (new) team members

Manage a project team: methods and tool for engaging the team

The power of praise and constructive feedback

Motivation : the keys!

Organise a participatory seminar: open forum, world coffee

Situational leadership to grow your team's autonomy

Transactional Analysis for "outside the box" management

Rock your performance appraisals

Use recognition to enhance motivation

Enhancing techniques to conduct meetings

Team leaders: Welcome to the Adventure!

Managez avec bienveillance

Increase your business' agility with the Business Model Canvas

Boost your innovation creativity

The creative process applied to project management

The fundamentals of Project Management - Level 2 (PMI®)

Organize your ideas and projects with Mind Mapping

Creative problem solving: structure your approach to innovation

65, Avenue de la GareL-1611 Luxembourg

[email protected]+352 49 06 09 1

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Open PM2 Essentials

Design Thinking: launch new user-oriented products and services

Creative and participative processes' basics

The fundamentals of Project Management - Level 1 (PMI®)

Change management: what you need to know

Agile PM2 Essentials

Open PM2 Advanced

Développement professionnel et personnelWorking efficiently from home

Managing Anxiety, Stress and Emotions in time of confinement

Assist your manager: beyond the obvious

Train the trainer

Anticipate and manage conflicts

Boost your efficiency at work

Boost your performance while respecting your personal motivations

Time management with Outlook

Creative problem solving: structure your approach to innovation.

Boost your innovation creativity.

Organize your ideas and projects with Mind Mapping.

The keys to decision-making.

Virtual teams: the good, the bad and the ugly

Managing both stress and emotions

Identify, understand and manage your emotions better

Active listening to understand and be understood.

Transactional Analysis: the ego in all its states!

Self-awareness and potential improvement with MBTI

Dare to step out of your comfort zone

NLP: all your senses in action

How not to take criticism personally

Manage lie and manipulation



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Manage pressure at work and prevent the risk of occupational depression

Identify your own stress sequences and prevent failure mechanisms

Improve your assertiveness skills.

Understand and manage your stress better

Optimise interpersonal skills with process communication

Dare to say things in constructive mode !.

Say "no" in a constructive manner.

Mieux comprendre et gérer son stress

CommunicationImprove your argumentation, persuasion and convincing skills

Improve your assertiveness skills

Share your views and ideas in a convincing and constructive way

Improve your interpersonal skills

Organise a participatory seminar: open forum, world coffee.

Optimise interpersonal skills with process communication

Remotely manage a project efficiently

How not to take criticism personally.

Transactional Analysis: the ego in all its states!.

Enhancing techniques to conduct meetings.

Conduct participatory meetings in order to bring people together, motivate, and find newideas

Manage lie and manipulation.

Dare to say things in constructive mode !

Organizing and virtually facilitating a participatory meeting

NLP: all your senses in action.

The fundamentals of telephone communication (Level 1)

Storytelling for business' purposes

Say "no" in a constructive manner

Anticipate and manage conflicts

Introduction to the principles of communication and marketing



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Boost your presenting skills to convince your audience

Managing a remote team in a crisis situation

Manage complaints and communication issues efficiently

Effective PowerPoint presentations for maximum impact

The fundamentals of effective communication

Traiter les réclamations et générer la satisfaction des clients

The power of praise and constructive feedback.

Active listening to understand and be understood

Deal with tricky phone situations (Level 2)

Decode the body language of your interlocutors

Strengthening customer relations in a difficult context



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Management

Communication

Professional andpersonaldevelopment

IntroductionYou are discovering on your screen or holding in your hands our 2018-2019 soft-skills catalog...thank you and congratulations!

In a constantly evolving world of work, soft-skills help to make a difference. They play a role inacquiring and mastering skills in a broad sense. They complement the trades/technical know-howand allow to adapt to change, to improve individual and collective performance on varioustransversal tasks and to optimize exchanges between people. They also contribute to the quality oflife and well-being at work.

To help you mobilize and accompany your collaborators on these so-called "soft" skills, Key Joboffers a wide range of training courses in the fields of management, communication andprofessional and personal development.

This catalogue presents our standard soft-skills content. It is structured based on our three mainareas of expertise:

The trainings in this category relate to team management, projectmanagement and the conduct of change. For leaders, hierarchical orfunctional managers and project managers, they aim to provide themwith the necessary skills to mobilize and drive teams to the expectedresults.

From the fundamentals of communication to Storytelling in business,through assertiveness, active listening, telephone communication andmany other subjects, these contents aim to master the art ofCommunication and to optimize exchanges and relations with yourvarious interlocutors. They also help to project a positive image ofyourself and your company.

skills and training essential to increase your efficiency at work andevolve in your position or beyond. They also help you to better knowand manage yourself and better manage others.



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BÉATRICE SIMONOpérations Manager

CHRISTELLE ANDRESSales Representative

SÉVERINE JONESSenior Soft-SkillsTraining Consultant

You cannot find a course content matching your needs in thiscatalogue?Our standard course contents are flexible according to your needs. Whether you want a brand newcourse or a mix of existing contents, we will listen to you. Because each client, each attendee, eachtraining project is unique, we are prepared to customize our trainings. Do not hesitate to contact usto talk about your project.

How does Key Job guarantee successful trainings?Before starting a large training project, we take progressive steps at all levels: good understandingof expectations, collaborative design of training objectives, validation of training methods and, ifnecessary, elaboration of a pilot training

What are Key Job’s teaching methods?Key Job’s soft skills team’s methods rely on exchanging, sharing practices and experiences,entertaining training and role playing. An active, interactive and workable approach is the key to ourtraining’s success.



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Active and interactive

Adult training is differentiated by the fact that it is based on the knowledge, know-how-to-be andknow-how of the trainees. With this in mind, we favor trainings based on their experiences.Therefore, each theme in the training is spliced with dialog spaces and/or sub-group exercises tosupport the theoretical content.

Our approach sets the attendee at the center of their learning, thanks to an active teachingmethod: each attendee contributes to building their own knowledge. This is supported by the activeparticipation of each person using numerous exercises and role-playing situations.

The trainer is not only the one who “knows and teaches”, they are above all an animator using theirconcrete experience to provide the learners with substance, answer their questions and help themto put into practice the tools and concepts they learn.

Our soft skills approach is also based on sharing experiences and exchanging good practices. Thetrainer facilitates those exchanges, allowing attendees to share questions, problems, practices andbehaviors that work for those in need of an adjustment.

In case of an heterogenous group, interactivity also allows the less experienced to profit from theexperience and knowledge of the other attendees.

An interactive summary at the end of each training session allows for a collective debriefing. Whatdid we achieve together? What new tools, new paths, etc. do we have at our disposal? What are wegoing to use daily? How?

Inductive

We heavily rely on inductive learning, which allows the progressive discovery of concepts and toolsbased on concrete live-action simulation exercises, or observation of documents and resources. Theempiric nature of this brings sense and pragmatism.

A playful approach is preferred, as much as possible.



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Workable

Our trainings are aimed to have a directly workable output and allow the attendees to apply theseconcepts and tools during the training and as soon as they get back to work.

Our consultant trainers are specialists in the fields and tools soft skills they teach. They all have agreat deal of real-life experience acquired in companies. This allows them to understand real-lifeproblems and share examples and authentic and relevant feedback.

They apply the following principles:

Bring concrete example to illustration the topics at hand.

Use exercises, activities and role-play linked to the professional context of the attendees.

Start simple, to get to more complex matters.

Favor quality over quantity

Exchange

Because most of the value of soft skills training is found in theexchange between attendees, our trainers make that point a priority.Most subjects and concepts are the opportunity for discussions andidea clashes. Some theory concepts are sprinkled throughout thediscussion to help and complete exchanges.

Practices andexperiencesharing

Sharing practices and experiences enriches the group. Together, wefavor the emergence of “good practices”.

Exercises Learning key concepts is favored by individual or group exercises,always followed by a group conclusion.



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Simulationexercises/td>

Nothing replaces practice in a setting as close to reality as possible!Role-playing games are the basis of our trainings. They are alwaysfollowed by a collective debriefing involving all attendees: peopleparticipating in the simulation as well as the other attendees (externalobservers providing feedback) and the trainer (providing summarytools).

Is there a training book for the attendees?We design, with very few exceptions, our own training material. This material evolves with theadvent of new concepts, tools and theories. They contain a precise and concise overview of thetraining. We offer two types of material:

Traditional material

Note taking and exercises material. A short “fill-in the blanks” material that allows the attendeeto follow the common thread of the training, taking visual and written notes that will become factsheets to remember the essential concepts. The exercises and role-playing games are alsointegrated in this material. No more loose leafs!

Does Key Job offer feedback opportunities?The attendee’s satisfaction is our priority. To better support you, we offer a two-step trainingevaluation:



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Immediate, at the end of the training

Each attendee is given the opportunity to fill a feedback form at the end of each training. Ourtrainers, the sales service and Key Job’s direction will listen to the comments provided therein.

For in-company trainings, the first feedback can be given after or during the last fifteen minutes ofthe training, using a multiple-choice quiz. The advantage of this method is twofold: quickly go oversome of the training topics and estimate how much of the training has been retained by theattendees.

For any specific project, we also make it a point to provide a formal debriefing with the trainingsponsor for each training, to evaluate their satisfaction and the adequacy of the training with theoriginal needs. This lets us continually improve our approach and contents, and to stay connected tothe needs of the business and the daily lives of our attendees.

A few weeks or month after the training

It is sometimes hard to evaluate the changes that happened during the training and appreciate itsefficiency. Key Job can also accompany you in this task, either by a general survey or a discussionwith the training attendees to measure their grasp on the topics seen during the training.

Is there support after the training?Our trainers remain available after trainings to answer attendees’ questions. This support includeshelp to practically apply the tools and other topics seen during trainings. Skills and personal abilitiesdeveloped during the training can thus keep improving long after the training.

Does Key Job offer other teaching formats than classic trainings?Trainings in this catalog, lasting 1 to 3 days depending on topics, enable attendees to deepen theirknowledge and leave a good amount of time to exchange and practice the training topics. Inaddition to this, we also offer various learning formats to adequately answer anybody’s needs:



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FocusLearning:targeted 3hourworkshop, areal toolbox

Because your time is as precious as it ever was! 3 hours of exchangeand flagship tools practice. Discover our Focus Learning catalog!

Practicalworkshops

We host in-company or open trainings which allow professionals tomeet and to share practices and experiences on targeted themes.

Personalizedcoaching

Each learner is unique: we offer a personalized coaching, 100% inadequation to your needs, rhythm and availability. We coachindividuals and teams to answer specific needs, matching individualrhythms and needs.

E-learning We provide e-learning solutions suitable for all needs, in associationwith CrossKnowledge, world leader of digital training.

Blendedlearning

Blended learning is a learning method that includes multiplecumulative channels. For instance, in person learning gets combined toremote learning, to complete the learning process. Our teachingformats combine to offer to each learner a unique experience,centered on their needs and availabilities.



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Do you wish to be supported in a global training process?Educational engineering is one of our skills and we can support you during your entire soft skillstraining project, including before and after the training.

There is no stock solution in this case – a 100% custom support of your strategy based on acontextualized analysis of your project and your needs and expectations is offered. We recommendtargeted operational solutions, help you execute them and provide follow-up to measure theefficiency of the training scheme.

It is important in this case to set clear responsibilities and identify each person’s role. Therefore, wealways devise our clients’ expectations regarding our tasks beforehand.



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Management



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Soft-skills trainings Management Team management

Guiding the teams: when the cat's away, the micedance? 0.50 Day 150€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsExchange with colleagues on a common current concern

Rely on collective intelligence to identify good practices and courses of action that can be directlytransferred to the field.

Experiment the Co-Development method during a session led by one or more certifiedconsultants.

Target audienceManagers, team leaders, project managers

PrerequisiteA desire to exchange with colleagues on real-life situations

ContentsIn these unsettling times, it is not always easy to find meaning and maintain motivation at work. Ina context of uncertainty that can lead to a loss of reference points, how can we support teams andreassure employees, while remaining authentic and continuing to have full confidence?

This co-development session invites you to explore the theme "Accompanying teams: when thecat's away, the mice dance? ». It will give you the opportunity, among peers, to :

Discuss how uncertainty affects team morale and mutual trust



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Think about how to best support your team

Identify ways to motivate and inspire your staff



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Innovate, federate, motivate: conduct meetings incollaborative mode 2 Days Quotation available on demand

DETAILS

GoalsPromote the facilitation of meetings by using participatory tools in order to establish real projectdynamics (participatory meetings, inter-services relationships, meetings with partners...)

Understand the participatory process and how to put it into practice

Know how to promote solutions in order to address the issues with all stakeholders

Target audienceAny person in charge of conducting meetings (team, internal and external partners…)

PrerequisiteNone

ContentsIntroduction

Creative process

The creative operating steps: from divergence to convergence

Rules of the process

Types of participatory actions

Promote collective actions

Creative meetings



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The objectives and characteristics of the meeting

Actions in the different phases of the meeting project: before, during and after

Participants

Step outside the classic meeting framework

Tools to encourage a creative atmosphere during the meeting

Associate all the stakeholders: creative warm-ups

Clarify the problem: mental map, the 5 P, rephrasing techniques

Find ideas of solutions with brainstorming: GPS (collective ideation tool)

Prioritize and choose ideas (matrices, stickers with criteria), and develop them into concreteaction plan

Use creativity to optimize your communication

Better communicate and share with stakeholders

Boost the presentations with Pecha Kucha

Work on a shared vision

The stance of the meeting facilitator

A few rules to facilitate creative sessions

Handle unwilling participants

The toolbox in relation to the needs

Build your operational action plan upon return to your workplace

Projection in your own creative facilitation

Identify the best method and anticipate its implementation

How to start this participatory culture when you're back to your workplace



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Manage your team: agile leadership through NLP 4 Days Quotation available on demand

DETAILS

GoalsCreate a constructive spirit in your team and develop flexibility

Develop and maintain quality relationships, be comfortable with your teammates

Be adaptive, show flexibility in your relationships with your teammates

Create a constructive spirit in your teammates

Manage your emotions and welcome those of your teammates

Target audienceDirector, team leader, manager, coach, middle management, project leader, trainer… anyone in aprofession that requires quality relationships and would like to improve one’s communication skills

PrerequisiteTo occupy a management function

Contents

What is Neuro-Linguistic Programming (NLP)?

Premises of NLP

Perceptions

Predicates: our five senses

Tool 1 – “Objective” strategy



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Turn a problem into an objective

Set a clearly defined, positive and operational objective

Choose objectives from a long-term perspective

Match personal values with professional goals

Application on management: general and personal rules, for me, my team and collaborators.

Tool 2 – Mobilise your energy: "anchoring your resources"

Choose your personal resources in view of the objective

Anchor reflexes to mobilise the desired resources

Control limiting emotions

Eliminate unnecessary emotions


Tool 3 – Preparing for success: “visualisation”

Imagine success

Visualise success


Tool 4 – Take an interest in emotions: “calibration”

Closely observe your conversation partner

Take your emotions into account


Tool 5 – Adapt to the perceptions of the other: "the VAKO"

Listen to the preferred sensorial registers



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Communicate in the same registers

Listen in silence

Rephrase to revive

Resume for validation


Tool 6 – Ask the right questions with “the metamodel”

Identify language inaccuracies

Ask to specify generalities

Point out inconsistencies


Tool 7 – Create the right relationship: "synchronisation"

Make contact

Stay tuned

Adapt yourself to the other’s frame of reference


Tool 8 – Fluently present your ideas: “reframe”

Transform a negative experience into a positive one

Handle objections

Adapt yourself to the other’s frame of reference




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Delegate effectively to better empower 1 Day Quotation available on demand

DETAILS

GoalsUse delegation as a management tool providing many mutual benefits

Delegate according to your team members’ autonomy

Implement effective delegation techniques

Get ready for delegation meetings

Follow-up appropriately

Target audienceLine managers or executives who want to improve their delegation skills.

PrerequisiteBe in a position that enables to delegate.

ContentsDelegation in question

What does “Delegation” mean?

What the pros and cons of delegation?

Why do I find it hard to delegate? How to let go and dare to delegate?

Am I able to delegate? (stereotypes); what’s my favorite management style?

Delegation in practise



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Delegate according to people’s autonomy

Anticipate, prepare and implement delegation using the 5W’s

Turn a task into a “mission”

Communicate well; empower

Trust; show confidence

Touch base regularly; make sure you hold a proper debriefing session

Management responsibilities linked to delegation

Make one’s team members rise and move forward

Motivate by delegation

Reframe possible mistakes in a constructive way



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Agile management: a question of style 2 Days Quotation available on demand

DETAILS

GoalsIdentify and adapt your management style to engage your team.

The agile manager knows how to adjust her /his style to effectively communicate; minimizedissatisfaction and stress factors; develop team members’ performances.

Provide optimal resources management, long term teams’ performance, while maintainingsatisfaction at work.

Target audienceAnyone managing a team, project manager. Anyone wishing to improve own communicationabilities and motivate team members.

PrerequisiteNone.

ContentsDifferent management styles

The four management styles

Benefits and downsides

Know how to adapt one’s style

Personalized management: know how to use the relevant style



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Flexible management: know how to overcome one’s own preference and use all styles to engagethe entire team

The best combination: control range

Interactions management strategies

Identify/know your interlocutor

Personality and observable indicators

Take up the suitable interaction strategy

Interaction and communication channels

Agile manager’s practices

Effectively communicate

Channels and perceptions

Motivate and generate energy

Consider specific needs and set smArt objectives (Achievable!)

Support, provide recognition and feed-back

Consider long-term needs, last the distance, implement a trustful relationship

Identify, prevent and manage stress related risks

Stress sources and consequences

Under-stress sequences and behaviors (masks)

Mediation strategies



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Team management fundamentals 2 Days Quotation available on demand

DETAILS

GoalsTo understand your role as a team manager

To position yourself and take control of your team

Discover and endorse the main responsibilities of a manager

Target audienceAny one managing a team, now or in the future

PrerequisiteNone

ContentsA team: more than the sum of its members

What is a team? Hierarchical, functional or project teams

5 key elements of a well performing team

Setting up a balance: individual vs. group

The role of a team manager

Role and key competencies of a team manager

“Manager”, “Leader” and often “Expert”, all at the same time

Switching the 3 hats on a daily basis



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Adapt your managing style to the team

Identify the level of autonomy of your co-workers

Main principle of situational leadership

Adapt your management style in function of the level of autonomy of a co-worker

Take on the main managerial responsibilities

Set up a vision and goals related to the activities

Organise activities and tasks in function of the competencies

Delegate and empower; monitor and coach

Motivate; recognise

Communicate daily and prevent conflicts



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How to lead and manage a diverse workforce 2 Days Quotation available on demand

DETAILS

GoalsTo understand the stakes, to be able to lead a collective taking into account diversities, to make themost of pluralism by practicing diversified management.

Target audienceManagers in charge of employees of various profiles and sensibilities; HR managers wishing to meetthe challenge of a diverse workforce; or anyone wishing to function better in a collective with a highdiversity.

PrerequisiteNone

ContentsDiversity: understanding what’s at stake

Forms of diversity

Different profiles of personalities, different sensibilities and functioning

Different influences: generations, genres, cultures, trades, experiences

The implications of pluralism

Complexity of interactions: lack of understanding and misunderstandings, mechanisms of failure

Risks of blockages, dysfunctions of the collective



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Advantages of pluralism

A diversified collective is richer: know how to make the most of / engage natural abilities,resources, strengths and talents of each, for the benefit of the collective

A diversified collective is more agile: know how to adapt to its context, the requirements, theunforeseen

A diversified collective is more successful in the long run: know how to overcome barriers andstereotypes, learn from others, develop together and engage on a long term basis

MANAGING DIVERSITY

Go beyond paradoxes and beliefs

Diversified management (for efficiency) vs equal treatment (for ethics)

Acknowledge differences vs. agreement

Integrate vs standardize

The individual vs. the collective

Diversified management vs unique management

Apply efficient pluralism

Multidimensional vision; acknowledging diverse approaches and modes of operation

Better understand each other to succeed in collaboration

Organize yourself to optimize the functioning of the collective

Practice a diversified management

Integrate differences, identify strengths, complementarities and benefits of the team

Interact and communicate by providing meaning

Be agile by adjusting one’s style to the specificities of the team



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Team-building: use MBTI to promote team-cohesion 2 Days Quotation available on demand

DETAILS

GoalsDiscover MBTI and understand how it works

Know yourself better: discover your individual profile and that of the team

Better understand the different ways of working and illustrate their complementarity.

Work together in a fun way to identify an action plan towards greater cohesion and smoothinteractions.

Target audienceAny manager wishing to involve the members of his team in a process of discovery of themselvesand others, differences and complementarities, to strengthen cohesion and team spirit.

PrerequisiteMBTI questionnaire to be completed by the team members

ContentsDay 1

Introduction

Review of the questionnaire

Presentation of the MBTI personality analysis tool

MBTI type validation procedure

Explanation of the concepts of dimension and preference/non-preference



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Ethical precautions

The 4 dimensions and 8 MBTI preferences

My interactions with the outside world, how I recharge my batteries: extraversion (E) -introversion (I)

How I collect information and data I rely on: sensation (S) - intuition (N)

How I make my decisions: thinking (T) - feeling (F)

How I choose to organise myself: judgment (J) - perception (P)

Discovering and validating your profile: a 3-step process

The group of participants discovers, for each dimension and in a playful way, the 2 correspondingpreferences. Each person then begins, through the explanations provided by the trainerpractitioner and exchanges with the group, to recognise a preference.

He/she is then given his/her "apparent" preference, which is the result of the questionnairecompleted before the training.

On this basis, he/she validates his/her preference

This approach, repeated for each dimension, allows each person to identify and validate their MBTIprofile, which is a combination of his/her 4 preferences.

Day 2

Exploration of the MBTI profile of the team and team-building activities

Discover the MBTI profile of the team

Exchanges on the team's strengths and development paths

Highlight the team's functioning and complementarities in the areas chosen by the team and itsmanager. For example:

Communication

Conflict management



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Approach to change

Project management

Decision making...

Setting up a team action plan to improve collaboration.



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The keys to decision-making 1 Day Quotation available on demand

DETAILS

GoalsIdentify the ins and outs of decision-making.

Discover the main principles.

Experiment most common decision-making techniques.

Make optimal group decisions by using the contributions of each one.

Target audienceManagers. Anyone willing to improve own decision-making techniques.

PrerequisiteNone

ContentsIntroduction to decision-making

What’s a decision? What does decision-making involve?

Characteristics and frequent mistakes of decision maker

Make decisions: individually or in a group?

What can we learn from past experiences?

Principles of decision-making

Ockham’s (Occam’s) razor



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Pareto principle

Parkinson’s law

Importance against urgency

Game theory

The tragedy of commons

Decision-making techniques

Trade-offs analysis

The pair-wise comparison

Force fields analysis

PMI analysis (pros and cons, impacts)

Cost-benefit analysis

The decision tree

Make a group decision

Benefits and complexity of a collective decision

Put oneself in conditions of success

Support; allow everyone to contribute; facilitate and moderate the group

The ladder principle

The DELPHI method



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Coach and train your (new) team members 2 Days Quotation available on demand

DETAILS

GoalsUnderstanding the key mechanisms of training and coaching adults

Prepare and frame your coaching and training activities

Train and pass on knowledge and skills

Appreciate, follow the learning and the progress of your team member

Enhance your communication

Target audienceThis training is intended for managers and any other person involved in the training and coaching ofcurrent and new personnel.

PrerequisiteNone


What does training mean? What does coaching mean? What is the difference?

Understand the basics of learning and andragogy (training for adults)

How does one learn? How does one remember? Significance and consequences for amanager/trainer

Prepare and frame your coaching activities



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Identify the elements to be communicated: key skills, know how, social skills, professionalpractices…

Identify the needs of your team member: expectations, level of autonomy, commitment

Adapt the learning method(s) to the situation and the team member

Set up and communicate the supporting framework: objectives, actions, progress and follow-up

Train and pass on knowledge and skills

Rely on the employee's representations and current knowledge

Use questions as a learning lever

Learn by example; show; work together; be present

Vary the approaches. Stimulate all the senses to promote memorisation and appropriation

Make your employees active and actors in their learning

Follow up and appreciation of the evolution of team members

Observe and listen actively; ask for feedback; focus on clear and defininte facts

Value the acquired knowledge and encourage progression

Offer constructive criticism

Adapt your coaching style to the growing autonomy of your employees

Optimise your communication to improve training and coaching

Do more than just “pass on the information”

Avoid pitfalls in communication

Understand the impact of non-verbal communication

Explain well: efficiently deliver a message and verify it is well understood



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Manage a project team: methods and tool forengaging the team 2 Days Quotation available on demand

DETAILS

GoalsTeam-building related.

Well understand fundamental methods of Project Management.

Learn how to use simple and effective techniques to manage projects throughtout their entire lifecycle.

Learn how to clarify objectives, how to change, with your work team, a contract into projectdeliverables.

Make sure to provide a proper monitoring.

Target audienceLine managers or supervisors in charge of project management, that want to improve their project-team organisation proficiency.

PrerequisiteBe curruntly, or in the future, in charge of a project.

ContentsIntroduction to project management methods

What is a project?

What is project management?

The project manager and his / her team



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The triple constraint: cost, deadlines, quality

Break a project down with the Mind Mapping technique

Start the project by involving all the actors

Identify stakeholders, analyze and define needs, clearly identify objectives in line with the overallstrategy

Involve all stakeholders right from the thinking stage with the creativity techniques

Write specifications and a project sheet

Follow the launch process of project

Project environment and set-up

Be aware of the project environment and its impact on the company organisation (cross-over).

Build the work team, lead and organise the team, from the design to the close of the project.

Boost your team relationships with participatory tools (motivation, dissension).

Environment and organization of the project

Identify the project environment and its impact on the organization of thecompany (transversality)

Share information and interact with the project office during the whole project’s life, adjustmentof the project

Build the team, organize and lead team members from conception to the end of the project

Boost the team and the life of the team with participatory tools

Authority and responsability of the Project Manager

Scheduling the project

The content of the project in action: groups of tasks and retro planning

Finalize the project plan (resources, charges and calendar)

Share the action around the project



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Boosting the project with participatory action of the project team

Organize and boost meetings

Involve all stakeholders into the management of the project (co-building tools)

Project close-out

When is the project finished? Checking of the project content

Effectively closing a project (administratively and legally)

Dissolve the project team.

The end of project with the actors: assessment, acknowledgement, thanks...



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The power of praise and constructive feedback 1 Day Quotation available on demand

DETAILS

GoalsFeedback: an essential management tool

Discover and use feedback to:

Congratulate, thank and value appropriately

Correct an unsatisfactory job, action or behaviour in a firm and constructive way

Training oneself in circumstantial facts

Gain confidence in giving feedback

Target audienceManagers, team leaders who want to provide positive and constructive feedback in order to valuetheir collaborators and help them grow in their job.

PrerequisiteWorking in a management position is an advantage.

ContentsFeedback: an essential tool for the development of people

The vital importance of strokes

Accept employees in all their dimensions: existential, results, skills / procedures and effortsprovided

Conditional or unconditional feedback?

Replace negative feedback with constructive feedback



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Recognising and motivating collaborators

Explore tracks and possible recognition actions

Study the short and long-term impact of different actions

Use feedback as a powerful tool for motivation and recognition

Add a positive quality stroke: the 12 laws of stroke

Add constructive feedback to help your collaborators progress

The power of daily recognition

To congratulate, to thank, to value

The 5 characteristics of a positive quality stroke

Line of action: contact-fact-quality-advantages-conclusion

With or without witnesses?

To congratulate, to thank, to value… without flattering

Ensure that it lasts.

Correct an unsatisfactory job, action or behaviour in a firm and constructive way.

Line of action: contact-fact-failures-consequences-expectations-sharing-monitoring-conclusion

DESC method

The importance of precise, undeniable facts

Explain without justifying

Suggest SMART ways of improvement to create progress

Involve the collaborator in the search for solutions

Plan and follow up



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Motivation : the keys! 1 Day Quotation available on demand

DETAILS

GoalsUnderstand the mechanisms and sources of motivation

As a manager, evaluate your room for manoeuvre

Identify the motivational levers of your collaborators

Set up an action plan to boost your team’s motivation

Target audienceManagers, team leaders wanting to provide efficient and constructive feedback to value anddevelop their collaborators

PrerequisiteWork in a management position.

ContentsBetter understanding motivation

Define motivation

The motivation-performance link, the issues of motivation and the effects of demotivation

A quick overview of the different theories on motivation

Intrinsic and extrinsic motivation

Identify the room for manoeuvre and create favourable conditions to motivateyour collaborators



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Identify the parts on which the manager can act to motivate his/her team

Get to know your collaborators well; take into account their individual needs and find thecorresponding motivational levers

Articulate individual and collective motivation

Identify your own motivational profile

Managerial paths and corresponding tools

Inform yourself: what are the different paths a manager can take to act directly and to motivatehis/her collaborators

Meaning of and in work: set up benchmarks linked to values

A guideline: setting up motivational objectives

Personalised management and communication: practice situational leadership

To be able to express yourself, being listened to and understood: use efficient communication

The sense of being useful: value the job

Follow up: add constructive feedback

Create a stimulating atmosphere: day by day, at special events, successes, pitfalls…

Confidence: knowing to entertain

Being empowered: delegate

Act concretely

In function of the interests and needs of the participating group, 4 to 5 tools will be put inplace: SMART goals, situational leadership matrix, active listening, the positive stroke,reframing interview to stimulate growth, delegation and follow up…



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Organise a participatory seminar: open forum,world coffee 1 Day Quotation available on demand

DETAILS

GoalsKnow how to design, pilot and manage a collective intelligence event to meet your needs: deal witha complex problem or a strategic question for your company or structure by associating humancapital with action.

Target audienceAnyone in charge of staging collective intelligence events (seminars, team building)

PrerequisiteOrganising seminars and participatory events

ContentsFocus on forms of collective intelligence meetings

History of approaches to the world café and open forum

The results of these approaches

The creative process during a collective intelligence meeting

Form linked to the goal of the event

Organisation of the meeting

Selling the participatory action



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The different roles during a participatory event

The attitude of the animator

The up- and downstream: sensitising the participants

Managing the participants (employees and partners)

The animation team

Setting up

Organising space and relations during the event

Mixing method and practice

Putting the acquired skills to the test



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Situational leadership to grow your team'sautonomy 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsTo understand the key concepts of autonomy and situational leadership

To adapt yourself to the motivations and skills of your collaborators

To develop the autonomy of your team using situational leadership

Target audienceAnyone managing a team, now or in the future

PrerequisiteNone

ContentsAutonomy?

What is autonomy?

Mix between skills (knowhow) and motivation (want to do)

How to recognise it?

How to appreciate the level of autonomy of your team and its members?

Key concepts of situational leadership



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The Hersey and Blanchard model: 4 rules, 4 styles

Description of the different styles and their link with personal autonomy

Advantages and disadvantages of each style

Putting situational leadership to work

Linking the principles of situational leadership with your own reality

Identify the level of autonomy of your co-workers

Identify the management style fit for each individual

Continuously develop the autonomy of your team

Create the right environment to develop autonomy: trust, follow up and recognition

Continuously follow up the level of autonomy (and its variations) of every co-worker

Take advantage of synergies and complementary profiles to change the overall autonomy of theteam



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Transactional Analysis for "outside the box"management 3 Days Quotation available on demand

DETAILS

GoalsQuality of relationships is essential in the professional context, in either hierarchical or transversaldimensions, and associated exchanges.

In inherent research of development, Transactional Analysis brings complementary solutions toensure dynamism, cooperation, understanding and efficiency.

Learn how to better know your resources

Clarify the axes of knowledge and understanding of others

Activate relevant and efficient transactions

Develop "assertive" communication for expected results

Access to motivation increased by the support of expectations

Target audienceManagers or anyone brought to hold a management role in the future.

PrerequisitePast, current or future management experience.

ContentsSelf-diagnosis beforehand in order to assess your position and define your priorities

Express the different aspects of your personality with the "Ego-states"



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Understanding the ego-states model

Use them in order to adapt to the various situations of communication

Practice

Self-diagnosis and feedback on individual egograms

Develop positive "Transactions"

Identify the different modes of interpersonal relationships

Build successful relationships

Practice

Practical exercises and role-plays framed in subgroups

Enhance your interlocutors in an appropriate manner: "signs of recognition"

Acknowledge your interlocutors in a positive way

Criticize in a constructive way

Practice

Practical exercise "provide signs of recognition"

Discover your "emotional intelligence"

Identify the effective feelings

Manage emotions, sources of tensions and conflicts

Turn them into positive energy

Practice



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Presentation and application exercise of DESC in pairs

Develop win-win relationships with others: "the positions of life"

Understand how your perception of yourself and others affects relationships

Work in group in an effective way

Practice

Self-diagnosis of life positions

Implement a dynamic of success in relationships: "the contract"

Set realistic and acceptable objectives in your professional environment

Practice

Individual assessment and development of goal strategy



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Rock your performance appraisals 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsClarify the issues at stake and how the annual interview will unfold.

Involve employees to make the annual interview a privileged and motivating moment.

Conduct the interview with tact and efficiency.

Provide recognition, quality feedback and positive criticism to make progress.

Set goals that make sense and motivate.

Target audienceManagers, team leaders wishing to optimise the key appointment that is the annual interview.

PrerequisitePerform a managerial function and be in a current or future position to conduct annual interviewswith your employees.


The annual interview: a key appointment... in addition to an ongoing dialogue throughout theyear!

What the interview is not: a simple evaluation!

3 phases to be treated: preparation, conduct and follow-up of the interview



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Conduct of the interview: assessment of the past year, preparation for the coming year, trainingplan...

Facilitating materials

Preparing to optimise this special moment

The elements to be prepared by the person in charge

The importance of facts and concrete examples. Difference between fact, feeling, opinion andjudgment

Pre-maintenance planning and communication

Preparation by the employee: essential!

Conduct the interview with tact and efficiency

Adopt an attitude that generates confidence and motivation

Balancing speaking time

Develop listening skills

Encourage the active participation of the employee: “doing together”

Appreciate the results and skills

Put them in a more general context to bring meaning to the work

Recognise the effort and the person as such

Congratulate, thank, value... without flattering! The 5 qualities of the positive stroke

Provide constructive criticism to move forward; involve the person in the action plan

Welcome and respond appropriately to criticism

Set objectives that clarify, provide a framework, make sense and motivate (SMART)

Conclude maintenance and follow-up during the year



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Use recognition to enhance motivation 1 Day Quotation available on demand

DETAILS

GoalsTo better understand the mechanisms of motivation and recognition

Highlight the link between motivation and recognition

Discover the different forms of recognition

Provide authentic, personalised and lasting recognition to motivate your team

Target audienceTeam leaders

PrerequisiteNone

ContentsMotivation: essential and often intangible

Define motivation and identify its components

Motivation issues and the effects of demotivation

Identify the elements on which the manager can act to motivate his team

Know your employees well and identify their needs

Articulating individual and collective motivation

Identify your own motivational profile

The recognition in question



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What is recognition?

Evolution of the concept of recognition at work

What are the expectations for recognition at work?

Typology of recognition

Relationship to motivation

Recognise and motivate employees

Recognise your employees in every one of their dimensions: existential, results, skills/way ofdoing and efforts provided

Advantages and disadvantages of different types of recognition: conditional or unconditional,positive or constructive

Explore possible avenues and actions of recognition

Study the immediate and long-term impact of the various actions

Use feedback as a powerful tool for recognition and motivation

Bringing a positive stroke of quality; the 12 laws of stroke

Provide constructive feedback to help employees progress

The power of recognition in everyday life



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Enhancing techniques to conduct meetings 1 Day Quotation available on demand

DETAILS

GoalsPrepare meetings efficiently

Manage a meeting methodically to meet its objective

Involve all participants to develop the full potential of the group and reach tangible results

Handle difficult behaviors and sensitive situations during meetings

Ensure follow up

Target audienceAnyone who conducts meetings or working groups

PrerequisiteNone

Contents

Organise and prepare productive meetings

Preliminary questions; challenge the need for the meeting

What type of meeting will lead to the best result? Set a SMART goal.

Define the agenda

Involve the participants beforehand

Set up the meeting (define the style, timing, resources); TOMATES-tool

Prepare logistics



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Manage the meeting; involve the participants

Successfully start the meeting; define the “rules of engagement”

Manage the timing and the agenda

Involve every participant

Listen, rephrase, summarise: get participants to listen

Handle ideas and propositions; enhance productivity and group work; make decisions

Control communication; handle difficult situations: individual or collective disturbances,digressions

Close the meeting and follow up

Respect the length of the meeting

Close the meeting: define a what-to-do list and a who-does-what list

Write a report (or have it written)

Follow up on the actions



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Team leaders: Welcome to the Adventure! 2 Days 900€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThrough a workshop typed training and a different and playful activity that is the Escape Hunt:

Better apprehend the role of team leader and position yourself as such

Develop leadership and management skills

Effectively endorse the main managerial responsibilities

Target audienceToday's and future team leaders

PrerequisiteNone

ContentsBe aware that this workshop typed training requires a participant number between 4 and 10.

Day 1 Morning

Escape Hunt activity (2 hours)

Meeting point: Escape Hunt, 2 Place de Paris L-2314 Luxembourg



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Welcome and explanation of the rules of the game

« Escape Hunt » game in teams of 5. Duration: 1 hour

Coffee break at Escape Hunt

Route to Key Job, 65 avenue de la Gare L-1611 Luxembourg

Note: The team or teams will be "observed" by the consultant via the Escape Hunt control screen.This practice will allow to make a factual rendition of the course of the games and the behavior ofeach team, of each within its team. If necessary, indices can be made in a fair way to both teams.

Debriefing of the Escape Hunt activity (1.5 hours)

Feedback from participants: Collective (team) and individual experience

What different visions are there of the same reality? Compatibilities to solve the investigation?

What actions? Which behavior? Which feelings?

Contributions from the consultant to draw parallels; link to leadership styles

Links to the reality of the field and one’s role as team leader. How to transpose, use thisexperience in one’s daily manager?

Day 1 afternoon and day 2: 4 Training Workshops with:

Exchanges, sharing of practical experiences and practices

Facilitation and input of tools and materials by the consultant

Elements addressed in connection with the experience of the morning of day 1

Workshop 1: The role of team leader (1.5 hours)

Key role and skills of the team leader

Both "Manager", "Leader" and quite often "Expert"

Balance of these three hats on a daily basis

Legitimacy and managerial exemplary

Workshop 2: Adapting your management style to your team (1.5 hours)



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Identifying the level of autonomy of one’s employees (skills– motivation mix)

Reminder of the 4 main management styles

Adapting your style to the amount of autonomy of the person (situational leadership), to thesituation

Discover one’s preferred management style

Workshop 3: Delegate effectively to make aware of responsibilities (3.5 hours)

Prepare delegation well; transform a task into a “mission”

Communicating your delegation in an efficient and motivating way

Ensure quality monitoring, care for reporting

Straighten out errors in a way that is constructive

Workshop 4: Motivating employees (3.5 hours)

Identify the elements on which the manager can act to motivate his team

Create favorable conditions to motivate employees; articulate individual and collectivemotivation

Act concretely: depending on the interest and needs of the group of participants, 2-3 tools will bedeveloped (SMART goals, positive quality feedback, cropping maintenance to make progress,active listening...)



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Managez avec bienveillance 2 Days 780€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsPrendre en compte les considérations individuelles dans la mise en œuvre de projets collectifs

Faire de la bienveillance un levier d’efficience et de qualité

Obtenir la satisfaction individuelle et collective au travail

Target audienceToutes personnes ayant des responsabilités managériales

ContentsLa bienveillance : droits et devoirs

Définir la bienveillance

Encourager la quête d’estime, de confiance et de légitimité

Sensibiliser au sens donné à l’action : source de motivation et d’engagement

Intégrer et articuler les exigences individuelles et collectives

Admettre le principe de la gratitude différée

Les qualités du manager bienveillant

Maîtriser notre rapport au temps : de l’instant au « plus tard »



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Savoir écouter pour agir : la communication verbale et non-verbale

Développer son empathie et choisir d’être reconnaissant

Reconnaître ses erreurs et pouvoir « dire non »

Communiquer ses encouragements pour mieux valoriser

Considérer le changement comme source d’équilibre

Les bonnes pratiques

Placer le collaborateur « au centre » de l’entreprise

Optimiser l’apport des différentes générations

Mettre les cerveaux « en équipe »

Veiller au bien-être des individus au sein d’un groupe

Préserver et défendre l’équipe

Renforcer les facteurs de résilience

Développer la coopération et favoriser l’équité

Manager les acteurs et leurs comportements face aux changements

Mise en œuvre au quotidien

Les étapes de la mise en œuvre

Les indicateurs clefs

Les outils de mesure et de suivi

Les actions managériales correctives



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Soft-skills trainings Management Project / change management

Increase your business' agility with the BusinessModel Canvas 2 Days Quotation available on demand

DETAILS

GoalsUse the methodology used by the largest enterprises and organisations in the world to conceive,test and construct business models and value propositions.

Add structure and a goal to your development in order to respond in the best possible way andwith a real value proposition to the needs of the market

This training is an excellent option if you try to stay competitive or if you simply want to improve theprocesses in your organisation using a simple and visual model: The Business Model Canvas.

Target audiencePeople in charge of projects and development

PrerequisiteNone

ContentsDefinition of the BMC

Presentation of the new generation Business Model Canvas by Alexander Osterwalder

Evolve your strategy using the tool

When to apply the BMC; during conception, start up or maintenance

A good Business Model starts with a valid value proposition, taking into account the real needs of



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the customers

The toolbox to create and develop your BMC

Deconstruction of the tool and identification of the 9 separate blocs:

Value proposition

Market segments

Distribution channels and customer relations (marketing)

Key activities

Key partners

Key resources

Cost and revenue flows

Identify the needs of the customers

The user paths

To construct a value proposition

Agile management of the Business Model Canvas

Use of the BMC to activate teamwork, to prioritise and to start planning action

Identify the weaknesses of a project in order to find solutions; apply a SWOT analysis on allseparate blocs and find solutions using ideation technics

Practice

Real world examples in different market segments (BtB, BtC, industry, services)

Individual practice: creation of a BMC for one’s specific situation



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Boost your innovation creativity 2 Days Quotation available on demand

DETAILS

GoalsIdentify the perimeter of change and involved actors

State the phases of change from announcement to assessment

Understand resistance to change and be able to channel it

Know how to communicate a strategy for change and the associated action plan

Involve actors with participatory and collective intelligence tools

Identify and minimize potential risks

Prepare an action plan to drive change effectively

Build the tool box for the person who has to lead change

Implement a collective dynamic

Target audienceAnyone facing change, currently or in future.

PrerequisiteNone

ContentsIntroduction to change

The context of change: perimeter, teams and partners

Typology of changes (factors, levels)

How managers must act during in this period of change



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How each one perceives oneself in the change he / she foresees

Set the change criteria grid (information, temporality)

Identify the different stages in change

Clarification of change: break down of the project using the mind-mapping technique. Focus on apractical case of change related to participants (Why the change? Human, environmental andorganisational stakes).

Teams: how to involve the actors in change

Humans at change: reactions at different stages

Actors’ cartography

Milestones

State the vision of change with the different actors

Share the goal to be achieved

State the change action plan on a collaborative basis

Change “hopscotch”: free expression with a collaborative tool

Share the vision of change collectively (Disney method)

« Creative Problem Solving »: a reflexion technique to find solutions in a collaborative way, facingobstacles and blockage

Risk management tools: leading change

Meeting facilitation techniques to prevent and manage conflicts: involve actors in thinkingprocess and solutions finding

Roles in the team: combining individual objectives in change

Segmented risk analysis grid leading to a global change management strategy

Communication in change

Taking into account all specific needs when communicating

Relevant communication plan



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The creative process applied to projectmanagement 2 Days Quotation available on demand

DETAILS

GoalsUnderstand the creative process and see why and how it can be used in project management

Learn how to use simple techniques to bring more human aspects and efficiency into yourprojects

Discover and experience a range of participatory tools

Build a team around a joint sequenced project

Bring more innovation into projects through the development of collective intelligence

Target audienceNovice project managers.

Any person involved in a project. Line managers or supervisors in charge of project management,willing to improve their project-team organisation proficiency.

PrerequisiteNone

ContentsIntroduction to project management methods

What is a project?

What is project management?

The project manager and his / her team



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The triple constraint: cost, deadlines, quality

Break a project down with the Mind Mapping technique

Start the project by involving all the actors

Identify stakeholders, analyze and define needs, clearly identify objectives in line with the overallstrategy

Involve all stakeholders right from the thinking stage with the creativity techniques

Write specifications and a project sheet

Follow the launch process of project

Environment and organization of the project

Identify the project environment and its impact on the organization of thecompany (transversality)

Build the team, organize and lead team members from conception to the end of the project

Boost the team and the life of the team with participatory tools

Scheduling the project

The content of the project in action: groups of tasks and retro planning

Finalize the project plan (resources, charges and calendar)

Share the action around the project

Boosting the project with participatory action of the project team

Organize and boost meetings

Involve all stakeholders into the management of the project (co-building tools)

Closing the Project

When is the project finished?



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Effectively closing a project (administratively and legally)

The end of project with the actors: assessment, thanks...



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The fundamentals of Project Management - Level 2(PMI®) 3 Days 1455€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsLearn how to use deliverables to develop a graph (network, diagram) of tasks.

Evaluate the duration of the project using the PERT and background approaches.

Identify, evaluate and rank required resources.

Learn how to estimate costs and time using different estimation techniques.

Develop a cost (budget) and deadline (schedule) framework that respects the constraints.

Plan a budget for risks, hazards and changes.

Use project history to forecast actual project costs.

Control modifications and close the project.

Target audienceThis training is intended for project managers or managers, team members and any person in thecompany concerned with mastering both dimensions of the business world and having a few yearsof experience.

PrerequisiteHaving followed the training “The Basics of Project Management (level 1)”

ContentsEssential theoretical knowledge



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Project Life Cycle reminders

Reminder of the triple constraint costs - time - content

Planning tools

Review of project needs

Deliverables - project breakdown structure (SDP - WBS)

The challenges of cost and time control

Estimating the needs

Use estimates to manage costs and deadlines

The basic rules for a good estimate

Precision levels and types of estimates: global, top-down, bottom-up, order of magnitude,reference budget, ex-post

Six estimation methods

Identify the costs that can be controlled by the project team and those that are less so

Plan and dimension correctly one (or more) envelope(s) for risks and hazards

The advantages of using a project office

When time is of essence

When costs are paramount

Time limitations

Network diagram (graph) with sequencing

Validation of deadlines and calendar

Sequencing methods: arrow diagram, history method

Determine mandatory, optional, external dependencies and offsets

Choice of sequencing and planning

The critical path(s)

Gantt chart and milestone table

The project's basic repositories



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Establish the reference plan

Calculate, budget and use "envelopes" for risks and hazards

Cost trade-offs, delays, cuts

Use the least cost method

Adjust resource levels

Levelling resources to better control the project



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Organize your ideas and projects with MindMapping 1 Day Quotation available on demand

DETAILS

GoalsPromote one’s personal or professional projects with a dynamic mind map presentation

The mind map improves the project presentations effectiveness.

It’s a simple, fun and stimulating tool that enables to explore innovative, creative and offbeatmethods.

Target audienceAnyone willing to structure personal projects differently.

PrerequisiteNone

ContentsFocus on the mind mapping tool

What’s a mind map?

How to use it and why?

Mind mapping in a professional environement

Usefulness of this tool in a professional environment

Make your presentations interactive and dynamic



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Manage one’s schedule

Find ideas

Ease the reflexion

Link information

Structure one’s speech in a meeting

Work out a project with one’s team

Individual and collective practices

Practical application by conception of a mind map of participants individual situation

Implementation of several mind maps in a collaborative manner



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Creative problem solving: structure your approachto innovation 2 Days Quotation available on demand

DETAILS

GoalsMaster the key steps of the CPS (Creative Problem-Solving) process

Know how to identify situations where it is possible to apply the CPS approach in daily life

Adjust your facilitator posture to integrate the creative dimension into your coaching

Use, for yourself or in group animation, the basic rules of divergence/convergence operations

Target audienceAnyone in charge of finding creative solutions

PrerequisiteNone

ContentsThe Creative Problem-Solving (CPS) approach, released as Open Source for over 50 years by theCreative Problem-Solving Institute (CPSI), combines problem solving with the power of the creativeprocess.

It applies to a great number of fields by using collective intelligence to go further.

Focus on the CPS approach

The fundamentals of the creative process in relation to the Creative Problem-Solving model

Global vision of the CPS approach: problem solving and creativity



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The divergence/convergence principle

Toolkit to meet the needs of the different stages of Creative Problem-Solving

The three main phases of the CPS and its sub-steps

Clarification of the problem

Ideation

Transform ideas into solutions and initiate action plans

Mix between methodology and practice

Collective and individual practice related to the participants' projects

Experimentation with various creativity tools



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Open PM2 Essentials 2 Days 1040€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsOpen PM² is a project management methodology designed by the European Commission.

Its purpose is to enable project teams to manage their projects effectively, and deliver solutions andbenefits to their organisations and stakeholders.

Target audienceThis training is only delivered in English language.

Project Team Members and Project Managers.

PrerequisiteNone

ContentsMain components of the PM² Essentials training course are:

Introduction to Open PM² - what is it? Why was it developed despite the existence of otherproject approaches? why has it become popular?

Projects, Programmes, Portfolios – what are the differences and how do they support inachieving an organisation’s strategic goals.

Project success and failure – causes for each.

Project governance in Open PM².

The Open PM² mindsets – how these bind tools and behaviours.



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The Open PM² Project lifecycle: from Project Initiation to Closure.

The Initiating phase - The Business Case & Project Charter.

The Planning phase – the key processes and tools.

The Executing phase – what needs to be done.

Monitor and Control the project – how to do this effectively and efficiently.

The Closing phase – what constitutes an end of the project.

How to prepare for the Open PM² Essentials exam. You will be provided access to a platformwhere you can take a practice exam.



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Design Thinking: launch new user-oriented productsand services 2 Days Quotation available on demand

DETAILS

GoalsTo know and to understand the Design Thinking method and its techniques

To understand the importance of the customer in the process

To put into practice the Design Thinking method, related to its goals

Target audienceMarketeers, project marketing managers, responsible for innovation, project managers

PrerequisiteNone

ContentsAs a result of this training, you will be able to integrate the Design Thinking method in yourinnovation projects.

Focus on the method

What is Design Thinking?

Approach and functions

The phases in the process (immersion, point out the issues, ideation, proto-typing and test)

The place of the user in the process and his role

Integrate the approach in the structure and have it accepted



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The toolbox of Design Thinking

The observation and immersion phase

Several creative ideation methods to find new ideas

The user route

Empathy card and persona

Storyboard

Proto-typing

Individual and group exercise

Group exercise: apply the Design Thinking method on a case.

Focus on the case of each participant



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Creative and participative processes' basics 2 Days 1000€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsUnderstanding the creative process: phases and rules

Apply the process in order to resolve all issues by involving your human capital and that of yourpartners

Quickly find solutions on your own or with others to respond to urgent needs (valorisation of aproject, add more innovation to a proposed product or service in line with the customer’s vision,making your team feel involved and listened to…)

Target audienceAnyone wanting to deploy the creative process in order to come up with new ideas, alone or in ateam, in line with your specific issues (manager, project manager, director, assistant…)

PrerequisiteNone

ContentsTo develop your creative potential, what does it mean? Explanation of thecreative process

Definition of creativity: the pioneers of creativity

The three phases of the creative process

How to stimulate creativity; different techniques in practice



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The creative climate, attitudes, which tool to use for which action?

Experimenting with the process

Transforming good ideas into innovating actions (organisation, service, product aligned with thethree phases)

Convergence and divergence in practice

Discovering Creative Problem Solving (CPS) in action

Exploring a palette of creative tools, adapted to each stage

Clarify the issues and target the creative challenge

Boost the production of ideas

Transform your ideas to make them stronger

Select your best ideas and turn them into a plan of action

Facilitator’s posture and environment

Facilitator’s posture

Refractory reframing

Bring transversality in your creative actions

Create an operational action plan at your work environment

Projection into your own creative animation

Identify the best method and anticipate it being put in place

Using the necessary toolbox



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The fundamentals of Project Management - Level 1(PMI®) 3 Days 1455€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsTo understand the basic methods of project management

To learn how to use simple and efficient techniques to manage your projects during theircomplete life cycle

To learn how to clearly define goals, to transform a contract into deliverables

Target audienceThis training is intended for project managers or managers, team members and any person in thecompany concerned with mastering both dimensions of the business world and having a few yearsof experience.

PrerequisiteNone

ContentsIntroduction to the methods of Project Management

What is a project?

What is project management

The triple constraint “cost-time-quality” (content). The life cycle of a project



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Starting up a project

Identify the concerned parties, analyse and define the needs, define the goals

Write a specification

Choose the projects (selection methods and criteria). Give life to the project (charter)

Launch the project (charter)

Environment and organisation of the project

Identify the environment, impact by the organisation of the company

The project office

Define the team. Organise the team (structure) and the resources of the team

Dynamics and life cycle of the team (motivations, conflicts). Authority and responsibilities of theproject manager

Communication and documentation of the project

Matrix of responsibilities

Keep people informed: plan communication, set up meetings

Plan the project documentation

Create a project plan taking into account organisational constraints regarding cost, time andquality

Set up an efficient organisation and team

Plan the project

The content of the project: structure and deliverables

Using the method of predecessors and successors. Create a graph (diagram, network) of theproject (PERT)

Optimise the schedule (critical path and margins). Estimate costs, time, duration, resources

Assess the risks. There is no project without risk. Establish a basic reference frame



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Finalise the project plan (resources, workload and schedule)

What we haven't addressed: risk management, contracts, etc.

Implement the project (Plan-Do-Check)

Obtain resources on time. Authorize work

Carry out the work

Check progress (earned value)

Project adaptation (managing changes)

Why do I have to manage changes?

How to manage changes; procedures, approvals etc.

Document and pass on changes (variants)

Closing the project

When is a project completed? Check the content of the project?

Close a project "administratively" and "legally". Dissolve the project team

The end of the project: transmission, review, audit, ...

Feedback and best practices



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Change management: what you need to know 1 Day Quotation available on demand

DETAILS

GoalsWelcome the change

Be the driving force of change

Identify and eliminate brakes on change

Target audienceFor all, especially anyone who has to better understand, drive the change or just needs to face thechange.

PrerequisiteNone


Change: the essential convergence of divergent points of view

The concepts of project, progress and innovation

Transformation objective

Change mechanisms and phenomena

The change: a technical, marketing, commercial and managerial opportunity

Change diagnosis and strategy



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The change capabilities of an organisation

Prior diagnosis to the implementation of a change strategy

Strategic goals of change

Impact on the company and its staff

The change as a learning company factor

Actors and behaviors when faced with change

Change as a source of balance

Allow the change

Determine and optimise conditions for co-workers implication

Overcome resistance to change

Promote the advent of a change will and acceptation of a common goal

Manage the change

Initiate and plan

Support and lead

Supervise and evaluate



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Agile PM2 Essentials 2 Days 1040€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThis two-day Agile Project Management workshop is designed to help participants understand howthey can incorporate agile practices into their projects, based on the Agile PM² Model. The Agileapproach embraces change and provides mechanisms which allow project teams to better deal withuncertainty and deliver projects in an iterative and incremental way.



PrerequisiteOpen PM2 Essentials

ContentsMain components of the Agile PM² Essentials training course are:

Overview of the PM² Methodology.

The Agile PM² Model.

The Agile PM² Roles & Responsibilities.

High performance Agile teams.

Agile Planning.

The Scrum method and core Agile tools and practices:



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Iteration and release planning

Team coordination and daily stand-ups

Work estimation and prioritization

Iteration reviews and retrospectivesv

Progress tracking and reporting

Implement Agile approaches in your organization.

Agile PM² tips and tricks.

How to prepare for the Open PM² Advanced Exam. You will be provided access to a platformwhere you can take a practice exam.



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Open PM2 Advanced 2 Days 1270€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThe Open PM² Advanced course is designed to enhance the participants’ knowledge with respect toPM² Methodology and address in more depth the subject matter areas covered in the PM²Essentials course.

The course is completely consistent with the Open-PM² Guide (version 1) and templates. Havingcompleted this seminar, participants will acquire more in depth knowledge in PM² in areas such as –Stakeholders and Requirements Management, Risk Management, Issues Management, IssuesManagement, Project Control and Communications Management.



PrerequisitePM² Essentials

ContentsMain components of the Open PM² Advanced course are:

Review of key topics covered in the Open PM² Essentials course

Stakeholder Management – identification, analysis, requirements and expectations management,using the PM² Stakeholder Matrix.



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Requirements – using the PM² Requirements Management Plan, requirements identification,analysis and prioritisation, mapping the requirements to the outputs of the project.

Risk – the PM² Risk Management Plan, Risk identification, qualitative and quantitative analysis ofrisks, risk response planning, using the PM² Risk Log template.

Resolving project issues – using the PM² Issue Management Plan, tools and techniques for issueanalysis, using the PM² Issue Log.

The Open PM² Transition and Business Implementation plans.

How to prepare for the Open PM² Advanced Exam. You will be provided access to a platformwhere you can take a practice exam.



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Développement professionnel et personnel



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Soft-skills trainings Développement professionnel et personnel

Working efficiently from home 0.20 Day 150€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThis tailor-made individual coaching aims to:

Discover and implement tools to boost your efficiency and results in a telework or isolated worksituation.

Target audienceAnyone wishing to improve their efficiency in a teleworking situation.

PrerequisiteNone

ContentsThe content of this training will depend on the needs and expectations of the participant andhis/her company. It will be identified during a preliminary short phone call between the participantand the consultant.

Here is an example of points that can be covered in this tailor-made individual training.

Managing time and priorities while teleworking

Using the WOOP method to avoid procrastination

Remaining focused on tasks

Managing interruptions



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Etc.



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Soft-skills trainings Développement professionnel et personnel

Managing Anxiety, Stress and Emotions in time ofconfinement 0.20 Day 150€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThis tailor-made individual training aims to:

Obtain pragmatic support in the management of anxiety induced by containment and the currentsanitary and economic crisis.

Discover and put into practice simple positive psychology tools to better manage stress andemotions in this particular setting.

Target audienceAnyone experiencing high levels of anxiety and / or encountering significant difficulties inovercoming their stress, managing their strong emotions, in relation to containment and thecoronavirus-related context.

PrerequisiteNone





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Identifying anxiety-related situations and freeing oneself from them

Discovering simple and effective tools to reduce stress and better manage daily life (working fromhome, family life, isolation, etc.).

Making your emotions a source of positive and mobilising energy

Reacting more serenely to emotions and stress of those around you

Etc.



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Soft-skills trainings Développement professionnel et personnel Career growth

Assist your manager: beyond the obvious 1 Day Quotation available on demand

DETAILS

GoalsFind one’s place within the company

Identify relationships issues

Be able to take part in the overriding interests of the organisation

Target audienceManagers’ assistants or executive’s assistants, willing to improve their effectiveness, to have a newapproach of their position, and to bring greater added value.

PrerequisiteNone

ContentsBusiness and human stakes

She/He, Me, Us

Values, personality, professionalism

Emotions: identification and management

Comprehension: something that can be improved

Overriding interest: close collaboration is beneficial

Collaborate with managers



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Create and maintain relations with managers

Pinpoint expectations and implement the appropriate response

Report in context

Understand political dimension of relationships to better interact

Promote groups cohesion

Ensure favorable work environment conditions

Lead collaborative work

Drive a meeting

Provide linkage between managers and work environment (internal/external)

Build, activate and maintain relations network (internal/external).

Welcome and train newcomers

Oral and written communication (internal/external)

Ensure confidentiality

Be involved in the information system security.

Manage information

Search information

Organise and guarantee information watch

Coordinate the circulation of information

Create and turn an administrative document into a template

Produce a documentary record, an accounting record, a press review



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Train the trainer 2 Days Quotation available on demand

DETAILS

GoalsUnderstand learning mechanisms and their impact on choosing learnings methods

Be proficient in communication techniques, when handling a group of people

Learn how to build a training session from scratch

Learn how to facilitate a training session to reach the objectives

Target audienceAnyone in a position to train or hand over knowledge, expertise within the company and beyond

PrerequisiteNone

ContentsTrainer’s responsibility

Training in the company

Challenge, impact and relevance of the training

Training and motivation

Trainer’s duties and responsibilities

Preparing the training session

Training organisation



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Training theme and content

Identify the prerequisites (company and participants)

Definition of educational objectives and the different pedagogic methods (knowledge, expertise,soft-skills)

Pedagogical progression

Speech handling

Beginning the training session

Managing training time

The chronology to follow for the different topics

Which methods to involve people? Which communication frame to set up?

Assessment of training session

Facilitate the training session

Trainer’s role and behavior

Verbal and non-verbal communication (articulation, speech rate, gesture and motion…).

Introduction to directiveness and non-directiveness rules when talking: how to have the goodbalance

Facilitating styles’ typology

Group management

Rules for living and group life peculiarities, handling of speeches and troublesome participants

The different participant profiles

Teaching aid

Educational illustrations to better spread the message

Teaching aids: which tool to use, when, how to make the most of it?



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Anticipate and manage conflicts 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsIdentify and understand your preferred way of resolving conflicts

Understand conflicts and turn them into opportunities.

Train yourself in using tools of assertiveness to find the best possible outcome for both parties.

Avoid conflicts on a daily basis.

Target audienceAnyone willing to improve his skills in preventing and handling conflicts

PrerequisiteNone

ContentsConflicts; an overview

Definition of a conflict; types and sources of conflict

Conflict or opportunity?

Anticipate conflicts; 3 levels of prevention

Conflict resolution, methods and behaviours



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First reactions and resolving methods; corresponding behaviours and viewpoints

Advantages and disadvantages of the different methods and behaviours

An effective method to resolve a conflict and come to a win-win solution

Manage a conflict with the assertiveness tools; practice

Understand the conflict; take a step backwards; transform the conflict into an opportunity; set anobjective (what do we want)

Adopt the appropriate behaviour and use the assertiveness tools: DESC method, self-affirminglanguage, coherence between verbal and non-verbal communication

Synthesis: 20 key points for the best conflict management

After the conflict: follow up on the adopted solution; adjust when needed

Avoid conflicts on a daily basis

Watch over the quality of communication

Dare to say things

Use management tools



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Soft-skills trainings Développement professionnel et personnel Work efficiency

Boost your efficiency at work 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsIdentify the factors of inefficiency at work

Improve your time and priorities management

Boost your efficiency thanks to a better management of your interlocutors and yourself

Target audienceAnyone willing to improve their work efficiency, as well as their time and priorities management.

PrerequisiteBefore the training, participants are invited to fill in their current agenda and identify the list of theirdaily and one-off tasks

Contents

Introduction

Assess your work efficiency

Identify inefficiency factors

Better time management



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Main time laws of and impacts

Implementation:

Setting ambitious and at the same time, reasonable deadlines

Schedule time more efficiently

Anticipate contingencies

Start with the essentials; manage "stones and pebbles"

Allow breaks

Take advantage of "downtime"

Better organize and manage your activities

Identify the different types of tasks and the proper way to manage them

Put into practice: current agenda

Assess and challenge the urgency and importance of each task

Prioritize activities according to their urgency and importance (EISENHOWER matrix)

Use the 4Ds rule and the Getting Things Done method to boost your effectiveness

Put into practice: ideal agenda

Interlocutors management

Manage interruptions

Say no

Delegate

Put yourself in conditions for success

Tackle procrastination

Use energy boosters

Recharge your batteries



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Boost your performance while respecting yourpersonal motivations 2 Days Quotation available on demand

DETAILS

GoalsIdentify your mode of operation and adjust the way you communicate

Learn to understand and satisfy your own personal needs and motivation

Identify and prevent sources of stress and blockage

Learn to act in conscience; adapt to your context, be agile

Target audienceAnyone wishing to optimize his / her performance in his current context, while respecting his / hermotivations and personal needs.

PrerequisiteNone

ContentsDAY 1: How do I work?

My preferences (structural)

The structure of my personality

My way of perception

My preferred communication channel



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My personal motivations, sources of energy

My behaviours under stress (masks)

My stress sequences and associated behaviours

My failure scenarios

My areas of attention (problematic and existential question)

DAY 2: How am I doing?

My context (conjunctural)

The pressures and demands of my environment

The influences of the system on my actions

Systemic model

Behaviour (Acting) and Personality (Being)

My ability to adapt: act in conscience

Optimize my performance (being agile)

Personal action plan, considering:

My context (constraints and pressures)

My preferences (personal motivations)



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Time management with Outlook 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsManage your time and priorities in an effective way by learning the basics of time and prioritiesmanagement and by applying them to your calendar and task list.

Learn when to use the calendar or the Outlook tasks.

Use the advanced features of Outlook to improve your work efficiency and become moresystematic.

PrerequisiteBasic knowledge of Outlook.


Definition of time

Benefits of effective time management (based on your work context, what will it bring you?)

Analyze your schedule

Diagnose your behavior towards time

Evaluate your use of time

Study the causes of time loss



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Say No to better manage your time

Time thieves

Learn about the main external time thieves

Manage telephone calls, emails, visitors….

Do not let your emails direct your days

Prevent interruptions

Defining priorities

Understand priorities

Define priority levels for your Outlook tasks (important and/or urgent)

Using Outlook to manage your priorities

Define professional targets

Define private targets

Use Outlook to define your tasks and assign priorities

Automate the assignment of priorities

Using the calendar or the task list

Setting the calendar and task list views for a more effective use

What should you plan in your calendar?

What should you put in your task list?

How to finish your day with an updated task list?

Learn how to delegate

Delegating tasks



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Using Outlook contacts to manage tasks and track delegated tasks

Creating and managing categories

Using categories across all Outlook items

Modifying the color of appointments depending on their categories

Using rules to assign categories

Grouping your view by categories



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Creative problem solving: structure your approachto innovation. 2 Days Quotation available on demand

DETAILS

GoalsMaster the key steps of the CPS (Creative Problem-Solving) process

Know how to identify situations where it is possible to apply the CPS approach in daily life

Adjust your facilitator posture to integrate the creative dimension into your coaching

Use, for yourself or in group animation, the basic rules of divergence/convergence operations

Target audienceAnyone in charge of finding creative solutions

PrerequisiteNone

ContentsThe Creative Problem-Solving (CPS) approach, released as Open Source for over 50 years by theCreative Problem-Solving Institute (CPSI), combines problem solving with the power of the creativeprocess.

It applies to a great number of fields by using collective intelligence to go further.

Focus on the CPS approach

The fundamentals of the creative process in relation to the Creative Problem-Solving model

Global vision of the CPS approach: problem solving and creativity



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The divergence/convergence principle

Toolkit to meet the needs of the different stages of Creative Problem-Solving

The three main phases of the CPS and its sub-steps

Clarification of the problem

Ideation

Transform ideas into solutions and initiate action plans

Mix between methodology and practice

Collective and individual practice related to the participants' projects

Experimentation with various creativity tools



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Boost your innovation creativity. 2 Days Quotation available on demand

DETAILS

GoalsIdentify the perimeter of change and involved actors

State the phases of change from announcement to assessment

Understand resistance to change and be able to channel it

Know how to communicate a strategy for change and the associated action plan

Involve actors with participatory and collective intelligence tools

Identify and minimize potential risks

Prepare an action plan to drive change effectively

Build the tool box for the person who has to lead change

Implement a collective dynamic

Target audienceAnyone facing change, currently or in future.

PrerequisiteNone


The context of change: perimeter, teams and partners

Typology of changes (factors, levels)

How managers must act during in this period of change



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How each one perceives oneself in the change he / she foresees

Set the change criteria grid (information, temporality)

Identify the different stages in change

Clarification of change: break down of the project using the mind-mapping technique. Focus on apractical case of change related to participants (Why the change? Human, environmental andorganisational stakes).

Teams: how to involve the actors in change

Humans at change: reactions at different stages

Actors’ cartography

Milestones

State the vision of change with the different actors

Share the goal to be achieved

State the change action plan on a collaborative basis

Change “hopscotch”: free expression with a collaborative tool

Share the vision of change collectively (Disney method)

« Creative Problem Solving »: a reflexion technique to find solutions in a collaborative way, facingobstacles and blockage

Risk management tools: leading change

Meeting facilitation techniques to prevent and manage conflicts: involve actors in thinkingprocess and solutions finding

Roles in the team: combining individual objectives in change

Segmented risk analysis grid leading to a global change management strategy

Communication in change

Taking into account all specific needs when communicating

Relevant communication plan



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Organize your ideas and projects with MindMapping. 1 Day Quotation available on demand

DETAILS

GoalsPromote one’s personal or professional projects with a dynamic presentation as a mind map.

The mind map improve the project presentation effectiveness.

It’s a simple, fun and stimulating tool that enables to explore innovative, creative and offbeatmethods.

Target audienceAnyone willing to differently structure personal projects.

PrerequisiteNone

ContentsFocus on the mind mapping tool

What’s the mind map?

How to use it and why?

Mind mapping in a professional environement

Usefulness of this tool in a professional environment.

Make your presentations interactive and dynamic.



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Manage one’s schedule.

Find ideas.

Ease the reflexion.

Link information.

Structure one’s speech in a meeting.

Work out a project with one’s team.

Individual and collective practices

Practical application by conception of a mind map of participants individual situation.

Implementation of several mind maps in a collaborative manner.



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The keys to decision-making. 1 Day Quotation available on demand

DETAILS

GoalsIdentify the ins and outs of decision-making.

Discover the main principles.

Experiment most common decision-making techniques.

Make optimal group decisions by using the contributions of each one.

Target audienceManagers. Anyone willing to improve own decision-making techniques.

PrerequisiteNone

ContentsIntroduction to decision-making

What’s a decision? What does decision-making involve?

Characteristics and frequent mistakes of decision maker

Make decisions: individually or in a group?

What can we learn from past experiences?

Principles of decision-making

Ockham’s (Occam’s) razor



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Pareto principle

Parkinson’s law

Importance against urgency

Game theory

The tragedy of commons

Decision-making techniques

Trade-offs analysis

The pair-wise comparison

Force fields analysis

PMI analysis (pros and cons, impacts)

Cost-benefit analysis

The decision tree

Make a group decision

Benefits and complexity of a collective decision

Put oneself in conditions of success

Support; allow everyone to contribute; facilitate and moderate the group

The ladder principle

The DELPHI method



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Virtual teams: the good, the bad and the ugly 0.50 Day 150€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsTo exchange with peers on a common current concern.

Rely on collective intelligence to identify good practices and courses of action that can be directlyapplied in the field.

Experiment the Co-Development method during a session led by one or more certified coaches.

Target audienceManagers, team leaders, project managers

PrerequisiteA wish to exchange with peers on real-life situations

ContentsWe live in a digital village where we work with colleagues around the world, getting and sendinginformation quickly, regardless of distance. Technology fosters teamwork in these times ofcontainment and teleworking.

Sometimes it also interferes with it, adding complexity and distance between teammates.

This co-development session invites you to explore "Virtual Teams: the good, the bad and the ugly".It will give you, as a peer-to-peer, the opportunity to :

Reflect on your approach to remote teamwork;



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Recognize the pitfalls of virtual teamwork;

Develop strategies to improve your ability to work in a team; and

The goal: Help your remote team work together to achieve your common goals.



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Soft-skills trainings Développement professionnel et personnel Self-knowledge, self-management, managing others

Managing both stress and emotions 2 Days 780€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsBetter understand stress and emotions; bring meaning to both; pinpoint their mechanisms

Become aware of the link between body, head and heart, to globally take over about own stressand emotions

Learn and practice tools to handle stress and emotions

Heighten emotional openness; express one’s own emotions and find out redeeming role ofemotions

Target audienceAnyone willing to:

Overall prevent stress and better manage it

Relate stress and emotions (emotional stress)

Better understand and manage own emotions, convert them into positive energy

PrerequisiteNone

Contents

Day 1: better understand and manage own stress



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Understand stress

Generalities and definition

The 5 categories of stressors; professional and individual factors; interaction and influence offactors

Biological and psychological stress mechanisms; its 3 stages

4 types of stress symptoms

Stress consequences

Prevent stress, act upon stress

3 levels of prevention

Stress: a matter of perception

link between body, head and heart: physical, mental and emotional aspects

3 ways:

Acknowledge, accept, share own stress (and other’s)

Act on the sources of stress

Reduce own stress

Handle own stress in practice:

Act on the body: healthy lifestyle; wellness and relaxation techniques and practices

Improve one’s mental: organization (planning and priorities); realism, optimism

Manage one’s emotions (day 2).

Know oneself better to better manage one’s stress

Assess own stress and own perceptions: pinpoint potential offset from perception to reality

Acknowledge own stressors and warning signals

Pinpoint progression tracks and draw up an action plan

Day 2: identify, understand and better manage one’s emotions



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Understand and give meaning to your emotions

What is an emotion? Is it the same as a feeling?

Regulatory and restorative role of emotions

Basic emotions and their associated needs

Mechanism of emotions; situation link - thought - emotion - behaviour

Welcome, accept and express emotions

Avoid the “stamp collection”!

Express the good emotion to get the answer to your needs

Express your emotions in “I messages”

Palette of emotions and feelings

Manage your emotions and turn them into positive energy

Use the body and sensory approach

Exploring limiting beliefs (drivers or paradoxical injunctions); every belief, its antidote!

Practicing autosuggestion: building one's own mantra

Discover and implement "alternative thinking"



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Identify, understand and manage your emotionsbetter 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsUnderstand and provide meaning to your emotions

Express your emotions and discover their redeeming role

Discover and practice tools to manage your emotions

Develop your emotional openness

Target audienceAnyone wishing to better understand and manage their emotions and turn them into positiveenergy.

PrerequisiteNone

ContentsUnderstand and give meaning to your emotions

What is an emotion? Is it the same as a feeling?

Regulatory and restorative role of emotions

Basic emotions and their associated needs



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Mechanism of emotions; situation link - thought - emotion - behaviour

Welcome, accept and express emotions

Avoid the “stamp collection”!

Express the good emotion to get the answer to your needs

Express your emotions in “I messages”

Palette of emotions and feelings

Manage your emotions and turn them into positive energy

Use the body and sensory approach

Exploring limiting beliefs (drivers or paradoxical injunctions); every belief, its antidote!

Practicing autosuggestion: building one's own mantra

Discover and implement "alternative thinking"



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Active listening to understand and be understood. 1 Day Quotation available on demand

DETAILS

GoalsDiscover and use the principles of active listening

Evaluate and develop your listening skills

Improve your relational efficiency when communicating one-on-one or in a group

Target audienceAnyone wishing to better understand the others and to improve his/her listening capacity inprofessional relations

PrerequisiteNone

ContentsActive listening and its challenges

The meaning of “active listening”; some ideas by Carl Rogers

Why use active listening? Diagram, funnel and traps of communication

Active listening limiters: sensory filters, representations, sorting information

The different levels of listening

Prepare yourself: setting up the right conditions for high quality listening

Prepare and master the different stages of an interview



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Setting up the ideal conditions for optimal listening

Define and communicate the basic rules

Create a confidential relationship and maintain it

Active listening in practice

Put into practice the principles of active listening: be there for the other, give proof of empathy

Make a difference between fact, opinion, feeling and judgement

Find a balance between listening and taking notes; remain available for the other, show you arelistening

Listen to what is said: verbal communication, use of vocabulary

Observe and listen to what is not being said: paralinguistic and non-verbal elements

Manage your emotions and welcome those of the other

Recognise and avoid the pitfalls of bad listening

Make sure you understood well; reformulate and give feedback; come to aconclusion

Use different types of questioning

Use the right type of reformulation

Ask validation of your understanding of the issue(s)

React and respond

Close positively and follow up



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Transactional Analysis: the ego in all its states! 2 Days Quotation available on demand

DETAILS

GoalsKnow oneself better

Enhance one’s interpersonal relationships

Enhance one’s assets for greater serenity

Take on a new dimension of autonomy

Target audienceAnyone willing to develop and know oneself better.

PrerequisiteNone

Contents

Know yourself better

The EGO states

Characteristics and impact

Develop resources

Clarify “DRIVERS”

Access one’s personal story



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Identify one’s limiting beliefs

Develop one’s permissions

Establish optimum transactions

Understand “OTHERS”.

Clarify interpersonal relationship

Choose the effective and relevant dimension

Capitalize on structuring of one’s time

Explain the notion

Identify the active and accessible ingredients

Give sense to “each minute”

Understand the psychological games

Definition and elements

Interactions and their impact

Action the right levers

Identify the life positions

Set the situation state

Identify and phrase one’s intentions

Operate the settings



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Self-awareness and potential improvement withMBTI 1 Day Quotation available on demand

DETAILS

GoalsAccompanied by a trainer who is an MBTI practitioner and strong in exchanges with the group,everyone will be able, as part of this training-workshop to:

Discover MBTI and understand how this tool works

Know yourself better: discover your individual profile

Better understand how it works

Identify its strengths, these avenues of evolution

Develop your own action plan

Target audienceAnyone who wants to know themselves better and improve their potential.

PrerequisiteEach participant completes the MBTI questionnaire before the course.


Review of the handing over of the questionnaire

Presentation of MBTI, personality analysis tool

MBTI type validation procedure

Explanation of the concepts of dimension and preference/non-preference



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Ethical precautions

The 4 dimensions and 8 MBTI preferences

My interactions with the outside world, how I recharge my batteries: extraversion (E) -introversion (I)

How I collect information and data I rely on: sensation (S) - intuition (N)

How I make my decisions: thinking (T) - feeling (F)

How I choose to organise myself: judgment (J) - perception (P)

Discovering and validating your profile: a 3-step process

The group of participants discovers, for each dimension and in a playful way, the 2 correspondingpreferences. Each person then begins, through the explanations provided by the trainerpractitioner and exchanges with the group, to recognise a preference.

He/she is then given his/her "apparent" preference, which is the result of the questionnairepassed before the training.

On this basis, he/she validates his/her preference

This approach, repeated for each dimension, allows each person to identify and validate their MBTIprofile, which is a combination of his/her 4 preferences.

Identification of its strengths and paths for development

Each participant receives a detailed MBTI profile report, which includes among others:

The strengths of his/her MBTI type

Elements on how this type is or can be perceived by others

The ways of evolution of this type



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On this basis, the trainee can develop apersonalised action plan with the support of the trainer practitioner. For example, the followingareas can be examined and concrete actions specifically identified.



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Dare to step out of your comfort zone 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThis training helps participants gain self-confidence to act more freely in situations perceived asrisky. By the end of this training, they will be able to:

Believe in themselves beyond the limits they have given themselves before

Know and manage the fears that prevented them from acting until then

Take the necessary risks to achieve their goals

Target audienceThe training is for anyone who wants to finally do or say what she / he has not dared until then.

PrerequisiteNone

Contents

Introduction

What you never dared to do

Strengthen self-confidence



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Self-confidence, indispensable basis for a successful life

The three dimensions of self-confidence

The main negative thoughts and difficulties caused by a lack of self-confidence

The power of positive beliefs

Act like a hero

Facing one’s fears

Demystify and define one's fears

Cost of inaction and regrets

The positive consequences of action

Elements of body and mental management of stress

Take risks

Define your comfort zone and the « beyond »

Establish a list of risky situations

Do it in spite of fear

Granting oneself the right to make mistakes

Congratulate oneself on achievements

My goals without fear

Define your goals freely, outside your comfort zone

Establish a realistic plan to achieve them



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NLP: all your senses in action 2 Days Quotation available on demand

DETAILS

GoalsBetter understand yourself

Optimize your behavior

Develop effective communication

Enable your flexibility

Target audiencePeople who wish to better know and develop themselves

PrerequisiteNone

ContentsNeuro-Linguistic Programming (NLP) in question

NLP presuppositions

Perceptions

Predicates: our 5 senses

The "Objective" strategy


Set a specific, positive and operational objective



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Choose your objectives in a long-term perspective

Balance personal values and professional goals

Mobilize your energy: "anchoring of resources"

Choose the internal personal resources tailored to the objectives

Anchor the reflexes to mobilize the required resources

Control your limiting emotions

Eliminate unnecessary stresses

Prepare for success: "visualization"

Imagine your success

Visualize the final result

Get interested in emotions: "calibration"

Observe the interlocutor in a subtle way

Consider her / his feelings

Adapt yourself to other's perceptions: the "vako"

Listen to the preferred representational systems

Communicate with the same registers

Listen in silence

Rephrase to reactivate

Summarize to validate

Ask the right questions with the "metamodel"

Identify the language inaccuracies



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Get the general information clarified

Confront the inconsistencies

Create the right relationship: "synchronization"

Get in touch

Stay in line

Adapt to the other's reference framework

Present your ideas in a smooth way: "reframing"

Turn a negative experience into a positive

Handle objections




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How not to take criticism personally 1 Day Quotation available on demand

DETAILS

GoalsThis training help participants to strengthen their mind to be ready to face criticism and offences ina constructive way. After the training they’ll be able to:

Mentally condition themselves and change their frame of mind if needed to better handlecriticism

Have a clear understanding of the criticism they get

Proactively use mental techniques and communication methods to make the most of criticsinstead of suffering them

Target audienceAnyone willing to break free from personal attacks such as critics and insults that one’s couldpossibly daily suffer.

PrerequisiteNone


Criticism and insults that one’s get

Benefits of stoicism

Mentally strengthen oneself



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Thinking mistakes that lead to overstate criticism

The need to be appreciated: love oneself

To know one’s worth, strengths and weaknesses

Focus on one’s competences: inwardness norm

Understanding what states of mind criticism and insults come from

Judgement rules

The individuation principle: the difference between self and others

Discern what one’s can and cannot control.

Differentiate the message from the messenger

Discern criticism from personal attack

The difference between forgive and forget

Being ahead of criticism to make it one’s own

Take a different standpoint and devise the opposite

Be happy with what happens

Focus attention on criticism and listen to it without judgement

Take the positive from criticism and benefit from negative critics.

Know how to personalize and depersonalize criticism

Handle targeted personal attacks

Leverage brain’s function to break free from insults

Criticism management plan

Set-up a personal plan to handle upcoming criticism and insults



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Manage lie and manipulation 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThis training helps participants with a new method to manage lie and manipulation. After thetraining they’ll be able to:

Know better deception practices and the reasons behind such a behaviour

Have a personal approach to take a stand when facing lies

Learn how to protect oneself against manipulation behaviour with proper communicationtechniques.

Learn what to do to expose a liar

Target audienceAnyone wishing to better manage lie and manipulation to which they could be exposed daily.

PrerequisiteNone

Contents

Introduction

Round table of deception situations that participants feel concerned about



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Understand lie

Nature of deception

Influence, lie and manipulation

Why is one’s lying to you and why specifically to you?

How to identify a liar: stereotypes and real clues

Pinpoint one’s own lies and their usefulness or worthlessness

The different types of lies and manipulation methods

Different types of lies: lies of insignificant risk and of high risk

Manipulators’ methods at work: different situations depending on the manipulator’s position,and their impacts on the work environment

Techniques to handle lie and manipulation

Strategies to stay away from manipulators

Protect oneself against manipulation upstream with a assertive behavior

Clarify manipulators’ statements

Experts’ techniques to expose a liar in an interview

Vices and virtues of sincerity

Benefits and limitations of an honest behavior at work

Take a position on lie and sincerity



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Manage pressure at work and prevent the risk ofoccupational depression 2 Days Quotation available on demand

DETAILS

GoalsUnderstand the process of professional burnout: mechanism, types and sources

Identify stress factors, risks and leeway

Make it easier to cope with work related stress, restore balance

Target audienceHR managers: to understand professional burnout syndrome, to identify early warning signs, toprevent risks, to help colleagues in difficult situation.

Managers: to adapt management style, restore balance and engage team members feeling under-pressure.

PrerequisiteNone

Contents

Professional burnout process: forms and mechanism

Visible characteristics: progressive, constant and insidious loss of physical and mental energy,leading to severe exhaustion

Distinctive characteristics: diversity of feelings and behaviours from one person to the next,“good” and “bad” stress



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The modern forms of professional burnout: bore-out and brown-out.

Origins of work related stress: when professional requirements are out of linewith personal operating ways

Motivation (and energy) sources

Failure situations and mechanisms

Search for meaning

Personal issues

Unfit professional environments

Spontaneous abilities

Agility, super-activated and sub-activated

Management (interpersonal skills and interaction modes)

Prevention and action strategies

Two steps approach: (1) identify early warning signs to (2) be able to act

Holistic approach: consider the system as a whole (context)

Risks analyse: identify work exhaustion sources (potential or real)

Action plan: identify leeway, adapt or take actions to influence the environment



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Identify your own stress sequences and preventfailure mechanisms 2 Days Quotation available on demand

DETAILS

GoalsUnderstand how we operate and dysfunction, be able to manage oneself and step out one’snegative dynamics.

Target audienceAnyone willing to optimize stress management by identifying own mechanisms and changing them.

PrerequisiteNone

ContentsPositive dynamic: when our energy is positive…

Access to our spontaneous abilities: effortless available resources

Satisfaction of our specific needs: motivation sources

Respect of our preferences: environment, communication, management, operating mode

Answer to our “existential” question: what makes sense

Negative dynamics: when our energy is negative…

Stress sources (consequences):

Resorting to less available abilities (tiredness)



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Miscommunication (misunderstandings, inefficiencies)

Stress generated by other (contagion)

Dissatisfaction of specific needs and preferences (demotivation)

Personal issues (blockage)

Existential questions (disorientation)

Stress sequences:

1st level: drivers

2nd level: masks

3rd level: depression

Sequential behaviors (visible and foreseeable) under stress:

Level 1: everything will be all right if…

Level 2: failure mechanisms

Level 3: inability to act

Failure positions under stress:

1st stage: self-appreciation if…

2nd stage: high or low self-appreciation

3rd stage: self-depreciation and depreciation of others

Step out the negative dynamic

1st stage: being aware

Identifying our own behaviors under stress: our masks and failure mechanisms

Identify our sources of stress: in our context and/or with others (interactions)

Identify other’s masks

2nd stage: acting

On oneself: unwind, self-motivate, do things differently

On one’s environment: adapt, initiate or request necessary adjustments

On others: take off the masks, communicate, interact effectively



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Improve your assertiveness skills. 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsTo discover assertiveness and the aspects of assertive behaviour

Working to the best (possible) outcome for both parties

To train using assertiveness tools

Target audienceAnyone wishing to be more assertive avoiding the use of harmful behaviours such as aggression,submission, manipulation or abandonment.

PrerequisiteNone

ContentsAssertiveness: an overview

Definition: being assertive (not being the bullied one) with respect for the other (nor the bully)

Position assertiveness against other behaviour (submission, aggression, manipulation). Link withone’s “position in life” (input from transactional analysis)

Efficiently reach an Ok+ / Ok+ situation

Characteristics and tools of assertiveness



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Stay calm. Fundamentals of non-violent communication

Factualise. The differences between fact, judgement, opinion, feeling

Depersonalise. Do not reduce the other to his behaviour

Be aware of the emotions in play

Listen actively

Look for solutions, put yourself in constructive modus

Imply the other, make him the actor in the situation

Use assertive language

Make sure verbal and non-verbal communication is coherent

Dare to name things

Use the DESC method to formulate criticism or a wish for improvement

Express disagreement, refusal



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Understand and manage your stress better 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsBetter understand what stress is and identify its mechanisms

Be aware of the "body-head-heart" link for global stress management

Improve stress management

This training can be combined with the "Emotions Management" training.

Target audienceAnyone who wants to prevent stress and improve stress management.

PrerequisiteNone

ContentsUnderstanding stress

Overview and definition

The 5 categories of stressors, occupational factors and individual factors, weight and interactionof factors

Biological and psychological mechanisms of stress; its 3 phases



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The 4 types of stress symptoms

The consequences of stress

Preventing stress, act facing stress

The 3 levels of prevention

Stress: a matter of perception!

Body-Head-Heart Connection: Physical, Mental and Emotional Aspects

3 tracks:

Recognise, accept, share your stress (and that of others!)

Acting on sources of stress

Reduce your own stress

Managing stress in practice:

Acting on the body: healthy living; techniques and practices of well-being and relaxation

Improve state of mind: organisation (planning and priorities); realism; optimism

Managing emotions

Know yourself better to manage stress more easily

Assess one's own stress and perceptions, identify possible gaps between perceptions and reality

Recognise your own stressors and warning signs

Identify its avenues of progress and develop an action plan



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Optimise interpersonal skills with processcommunication 2 Days Quotation available on demand

DETAILS

GoalsUnderstand your own way of interacting with others, in order to communicate and interacteffectively.


PrerequisiteNone

ContentsKnow

Self-awareness: knowing how I work and where my dysfunctions are


Perception mode and communication channel

Motivations and resources

Stress sequences and failure mechanisms

Consciousness of others: know the OTHER’S operative modes / dysfunctions



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6 different modes of perceiving, communicating and interacting

Shifts and miscommunication

Positions and masks

Taking into account the context and its impact

Take Action

Self-management

Management of emotions, stress, motivations and resources

Develop your interpersonal skills

Relationship management

Recognize your interlocutor and adapt to him/her

Interact effectively with others (in conscience)

Working together and thwarting the mechanisms of failure (conflicts, blockages, breaks ...)



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Dare to say things in constructive mode !. 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsDiscover and put into practice simple tools to say things, make a request or express a refusal

Exploring fear of opposition and its limiting beliefs

Gain confidence, develop your ability to assert yourself

Target audienceAnyone who wishes to assert themselves more and say things with respect for their interlocutorsand, at the same time, without letting themselves be stepped on.

PrerequisiteNone

ContentsDare to say things that are annoying or problematic: why and why not?

Where does the difficulty in opposing come from? Burden of education, past experiences andsocial constraints

Opposing, saying things: benefits and negative consequences

Challenging the fear of displeasing; exploring the limiting beliefs

To show assertiveness: neither bully, nor bullied... and even less rascal!

Expressing a situation, a behaviour... an inconveniency



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DESC method

Using "I": assuming and expressing one’s feelings

Differentiate between fact, opinion, feeling, judgment

Saying what you want rather than what you don't want

Say ‘No’ in 4 steps

Analyse the request

Decide on your answer, depending on the consequences of ‘yes’ and ‘no’ for yourself and others

Expressing your refusal

Propose an alternative



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Say "no" in a constructive manner. 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsIdentify difficulties in saying no

Express a refusal; practice "saying no" with tact and diplomacy

Discover how to progress in your own assertiveness

Target audienceFor all. People wishing to learn to say no, to preserve themselves, to assert themselves more.

PrerequisiteNone

ContentsExplore the difficulties of saying "no"

Why do we have so much trouble expressing a refusal? Weight of education, past experiencesand social constraints

The advantages of “no”, the disadvantages of “yes”; their real and / or imagined consequences

Assess one's own ability to say no

Before expressing a refusal



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Deepen and understand the demand

Analyze the situation: is it possible to say no? And if so, with what consequences possible,positive and negative?

Possible alternatives

Say "no" in practice

Express your refusal: an approach in 3 steps

Communicate one's response with tact and constructively

Some rules to better say no

Assert yourself more

Assertiveness: neither doormat nor hedgehog!

The benefit of daring to say things

Understand and fight against limiting beliefs



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Mieux comprendre et gérer son stress 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsMieux comprendre ce qu’est le stress et identifier ses mécanismes

Être conscient du lien « corps-tête-cœur » pour une prise en charge globale de son stress

Améliorer sa gestion de stress

Cette formation peut être combinée à la formation « Gestion des émotions ».

Target audienceToute personne souhaitant prévenir le stress et en améliorer sa gestion.

PrerequisiteAucun

ContentsComprendre le stress

Généralités et définition

Les 5 catégories de stresseurs ; facteurs professionnels et facteurs individuels ; poids etinteraction des facteurs

Mécanismes biologiques et psychologiques du stress ; ses 3 phases

Les 4 types de symptômes du stress



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Les conséquences du stress

Prévenir le stress ; agir face au stress

Les 3 niveaux de prévention

Le stress : une affaire de perception !

Lien « corps-tête-cœur » : aspects physiques, mentaux et émotionnels

3 pistes :

Reconnaitre, accepter, partager son stress (et celui des autres !)

Agir sur les sources de stress

Diminuer son propre stress

Gérer son stress en pratique :

Agir sur le corps : hygiène de vie ; techniques et pratiques de bien-être et relaxation

Améliorer son mental : organisation (planification et priorités) ; réalisme ; optimisme

Gérer ses émotions

Mieux se connaitre pour gérer son stress plus facilement

Evaluer son propre stress et ses perceptions ; identifier les éventuels décalages entre perceptionset réalité

Reconnaitre ses propres stresseurs et signaux d’alerte

Identifier ses pistes de progression et élaborer un plan d’actions



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Communication



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Soft-skills trainings Communication

Improve your argumentation, persuasion andconvincing skills 1 Day Quotation available on demand

DETAILS

GoalsDefine strengths and weaknesses in one’s argumentation.

Learn how to elaborate a convincing behaviour

Learn how to set-up highly convincing argumentation techniques, suitable to customers’ needs

Target audienceSales representatives. Anyone wishing to improve one’s convincing and argumentation skills.

PrerequisiteNone

Contents

Introduction

Present the usual arguments used to sell one’s product or service

Assess one’s argumentation

Look and sound convincing

Take on comforting and non-threatening behavior and gesture

Use voice to speak in a convincing way



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Be enthusiastic and make the person you are talking to feel emotions

Use silence

Prepare one’s argumentation

Anticipate the main expectations of your customer

Leverage the discovery phase

Use the 6 fundamental principles of persuasiveness

Get ready with the perfect sales pitch to tempt one’s prospective buyer

Effective argumentation techniques

Rhetorical techniques for a convincing argumentation structuration

Set phrases to dismiss, because they enfeeble argumentation

Personalise one’s sales pitch

Use arguments suitable to the different customers purchase drivers (security, convenience,budget…)

Turn product or service features into assets

Turn product or service weak points into assets

Provide evidence by different ways

Handle objections and clinch the deal

Drive one’s argumentation

Confirm points of agreement with the customer

Face hazards and handle objections

Bargain with a « win-win » outcome as target

Conclude according to the situation



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Improve your assertiveness skills 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsTo discover assertiveness and the aspects of assertive behaviour

Working to the best (possible) outcome for both parties

To train using assertiveness tools

Target audienceAnyone wishing to be more assertive avoiding the use of harmful behaviours such as aggression,submission, manipulation or abandonment.

PrerequisiteNone

ContentsAssertiveness: an overview

Definition: being assertive (not being the bullied one) with respect for the other (nor the bully)

Position assertiveness against other behaviour (submission, aggression, manipulation). Link withone’s “position in life” (input from transactional analysis)

Efficiently reach an Ok+ / Ok+ situation

Characteristics and tools of assertiveness



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Stay calm. Fundamentals of non-violent communication

Factualise. The differences between fact, judgement, opinion, feeling

Depersonalise. Do not reduce the other to his behaviour

Be aware of the emotions in play

Listen actively

Look for solutions, put yourself in constructive modus

Imply the other, make him the actor in the situation

Use assertive language

Make sure verbal and non-verbal communication is coherent

Dare to name things

Use the DESC method to formulate criticism or a wish for improvement

Express disagreement, refusal



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Share your views and ideas in a convincing andconstructive way 2 Days Quotation available on demand

DETAILS

GoalsBe aware of the importance of good preparation when it is possible (anticipation).

Use basic theatrical techniques to convince and manage your fear in improvisation situations.

Use the tools of assertiveness to share your positions and ideas in a strong and convincing way.

Respond constructively to opposition, criticism; be attentive to bring the right arguments.

Boost your self-confidence

Target audienceAnyone willing to improve their ability to share their ideas in a strong, convincing and constructiveway.

PrerequisiteNone

ContentsPrepare to convince

Prepare and structure the elements to be transmitted

Gather facts, examples, illustrations

Reflect on a "catchy" way of sharing messages

Avoid the pitfalls of communication to be heard and understood

Express yourself assertively



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Provide facts, express your feelings. Make the difference between fact, judgment, opinion,feeling

Use positive words and the language of assertiveness

Ensure verbal / nonverbal coherence

Involve your interlocutor, allow her / him to play an active part to foster dialogue

React constructively to opposition, criticism

Keep calm; become aware of the emotions at play

"Depersonalize" the situation: for oneself and for one's interlocutor

Listen actively to bring the right arguments

Use the DESC method to express annoying things

Set yourself for success and boost your self-confidence

Link between assertiveness, self-confidence and self-esteem

Practice positive autosuggestion

Manage emotions with alternative thinking

Grant yourself rights



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Improve your interpersonal skills 2 Days 780€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsImprove interpersonal skills in all circumstances

Become aware of the pitfalls of communication and avoid them

Adapt to the situation and involve the other person in the communication

Practice active listening

Assert yourself in your communication; manage difficult situations

Target audienceAnyone willing to improve one’s communication skills.

PrerequisiteNone

ContentsWhat is communicating?

Rediscover the fundamentals of communication

Become aware of possible interferences and avoid communication pitfalls

Avoid conflict between the verbal and non-verbal part of the communication

Identify your style of communication



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Discover the different attitudes (parent-adult-child) in transactional exchanges

Adapt yourself; involve the other person in the communication

Take into account the position and motivation of the other person

Try to listen, understand the other person; appropriate and memorise his messages

Adapt your communication, synchronise

Encourage the dialogue, adapt your listening position, show empathy

Implement active listening: listen, ask questions, rephrase and ask validation

Show assertiveness to better communicate

Characteristics of assertive communication behaviour

Non-violent communication and assertiveness: essential life skills

Adapt a positive and constructive approach; adapt your attitude and vocabulary

Provide feedback; dare to name things

Handle difficult situations



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Organise a participatory seminar: open forum,world coffee. 1 Day Quotation available on demand

DETAILS

GoalsKnow how to design, pilot and manage a collective intelligence event to meet your needs: deal witha complex problem or a strategic question for your company or structure by associating humancapital with action.

Target audienceAnyone in charge of staging collective intelligence events (seminars, team building)

PrerequisiteOrganising seminars and participatory events

ContentsFocus on forms of collective intelligence meetings

History of approaches to the world café and open forum

The results of these approaches

The creative process during a collective intelligence meeting

Form linked to the goal of the event

Organisation of the meeting

Selling the participatory action



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The different roles during a participatory event

The attitude of the animator

The up- and downstream: sensitising the participants

Managing the participants (employees and partners)

The animation team

Setting up

Organising space and relations during the event

Mixing method and practice

Putting the acquired skills to the test



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Optimise interpersonal skills with processcommunication 2 Days Quotation available on demand

DETAILS

GoalsUnderstand your own way of interacting with others, in order to communicate and interacteffectively.


PrerequisiteNone

ContentsKnow

Self-awareness: knowing how I work and where my dysfunctions are


Perception mode and communication channel

Motivations and resources

Stress sequences and failure mechanisms

Consciousness of others: know the OTHER’S operative modes / dysfunctions



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6 different modes of perceiving, communicating and interacting

Shifts and miscommunication

Positions and masks

Taking into account the context and its impact

Take Action

Self-management

Management of emotions, stress, motivations and resources

Develop your interpersonal skills

Relationship management

Recognize your interlocutor and adapt to him/her

Interact effectively with others (in conscience)

Working together and thwarting the mechanisms of failure (conflicts, blockages, breaks ...)



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Remotely manage a project efficiently 0.20 Day 150€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS


Put creative and innovative tools into practice to remotely manage a project optimally in times ofcrisis.

Call on collective intelligence and collaborative mode to succeed in involving and mobilising eachactor of the project.

Target audienceProject managers. Anybody involved in a project.

PrerequisiteNone apart from managing projects or being involved in projects.



Establishing a precise diagnosis of the situation

Effectively organising project management in times of crisis



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Listening to and pointing out the value of remote project teams, using collaborative tools

Etc.



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How not to take criticism personally. 1 Day Quotation available on demand

DETAILS

GoalsThis training help participants to strengthen their mind to be ready to face criticism and offences ina constructive way. After the training they’ll be able to:

Mentally condition themselves and change their frame of mind if needed to better handlecriticism

Have a clear understanding of the criticism they get

Proactively use mental techniques and communication methods to make the most of criticsinstead of suffering them

Target audienceAnyone willing to break free from personal attacks such as critics and insults that one’s couldpossibly daily suffer.

PrerequisiteNone


Criticism and insults that one’s get

Benefits of stoicism

Mentally strengthen oneself



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Thinking mistakes that lead to overstate criticism

The need to be appreciated: love oneself

To know one’s worth, strengths and weaknesses

Focus on one’s competences: inwardness norm

Understanding what states of mind criticism and insults come from

Judgement rules

The individuation principle: the difference between self and others

Discern what one’s can and cannot control.

Differentiate the message from the messenger

Discern criticism from personal attack

The difference between forgive and forget

Being ahead of criticism to make it one’s own

Take a different standpoint and devise the opposite

Be happy with what happens

Focus attention on criticism and listen to it without judgement

Take the positive from criticism and benefit from negative critics.

Know how to personalize and depersonalize criticism

Handle targeted personal attacks

Leverage brain’s function to break free from insults

Criticism management plan

Set-up a personal plan to handle upcoming criticism and insults



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Transactional Analysis: the ego in all its states!. 2 Days Quotation available on demand

DETAILS

GoalsKnow oneself better

Enhance one’s interpersonal relationships

Enhance one’s assets for greater serenity

Take on a new dimension of autonomy

Target audienceAnyone willing to develop and know oneself better.

PrerequisiteNone

Contents

Know yourself better

The EGO states

Characteristics and impact

Develop resources

Clarify “DRIVERS”

Access one’s personal story



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Identify one’s limiting beliefs

Develop one’s permissions

Establish optimum transactions

Understand “OTHERS”.

Clarify interpersonal relationship

Choose the effective and relevant dimension

Capitalize on structuring of one’s time

Explain the notion

Identify the active and accessible ingredients

Give sense to “each minute”

Understand the psychological games

Definition and elements

Interactions and their impact

Action the right levers

Identify the life positions

Set the situation state

Identify and phrase one’s intentions

Operate the settings



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Enhancing techniques to conduct meetings. 1 Day Quotation available on demand

DETAILS

GoalsPrepare meetings efficiently

Manage a meeting methodically to meet its objective

Involve all participants to develop the full potential of the group and reach tangible results

Handle difficult behaviors and sensitive situations during meetings

Ensure follow up

Target audienceAnyone who conducts meetings or working groups

PrerequisiteNone

Contents

Organise and prepare productive meetings

Preliminary questions; challenge the need for the meeting

What type of meeting will lead to the best result? Set a SMART goal.

Define the agenda

Involve the participants beforehand

Set up the meeting (define the style, timing, resources); TOMATES-tool

Prepare logistics



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Manage the meeting; involve the participants

Successfully start the meeting; define the “rules of engagement”

Manage the timing and the agenda

Involve every participant

Listen, rephrase, summarise: get participants to listen

Handle ideas and propositions; enhance productivity and group work; make decisions

Control communication; handle difficult situations: individual or collective disturbances,digressions

Close the meeting and follow up

Respect the length of the meeting

Close the meeting: define a what-to-do list and a who-does-what list

Write a report (or have it written)

Follow up on the actions



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Conduct participatory meetings in order to bringpeople together, motivate, and find new ideas 2 Days Quotation available on demand

DETAILS

GoalsPromote the facilitation of meetings by using participatory tools in order to establish real projectdynamics (participatory meetings, inter-services relationships, meetings with partners...)

Understand the participatory process and how to put it into practice

Know how to promote solutions in order to address the issues with all stakeholders

Target audienceAny person in charge of conducting meetings (team, internal and external partners…)

PrerequisiteNone


Creative process

The creative operating steps: from divergence to convergence

Rules of the process

Types of participatory actions

Promote collective actions

Creative meetings



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The objectives and characteristics of the meeting

Actions in the different phases of the meeting project: before, during and after

Participants

Step outside the classic meeting framework

Tools to encourage a creative atmosphere during the meeting

Associate all the stakeholders: creative warm-ups

Clarify the problem: mental map, the 5 P, rephrasing techniques

Find ideas of solutions with brainstorming: GPS (collective ideation tool)

Prioritize and choose ideas (matrices, stickers with criteria), and develop them into concreteaction plan

Use creativity to optimize your communication

Better communicate and share with stakeholders

Boost the presentations with Pecha Kucha

Work on a shared vision

The stance of the meeting facilitator

A few rules to facilitate creative sessions

Handle unwilling participants

The toolbox in relation to the needs

Build your operational action plan upon return to your workplace

Projection in your own creative facilitation

Identify the best method and anticipate its implementation

How to start this participatory culture when you're back to your workplace



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Manage lie and manipulation. 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThis training helps participants with a new method to manage lie and manipulation. After thetraining they’ll be able to:

Know better deception practices and the reasons behind such a behaviour

Have a personal approach to take a stand when facing lies

Learn how to protect oneself against manipulation behaviour with proper communicationtechniques.

Learn what to do to expose a liar

Target audienceAnyone wishing to better manage lie and manipulation to which they could be exposed daily.

PrerequisiteNone

Contents

Introduction

Round table of deception situations that participants feel concerned about



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Understand lie

Nature of deception

Influence, lie and manipulation

Why is one’s lying to you and why specifically to you?

How to identify a liar: stereotypes and real clues

Pinpoint one’s own lies and their usefulness or worthlessness

The different types of lies and manipulation methods

Different types of lies: lies of insignificant risk and of high risk

Manipulators’ methods at work: different situations depending on the manipulator’s position,and their impacts on the work environment

Techniques to handle lie and manipulation

Strategies to stay away from manipulators

Protect oneself against manipulation upstream with a assertive behavior

Clarify manipulators’ statements

Experts’ techniques to expose a liar in an interview

Vices and virtues of sincerity

Benefits and limitations of an honest behavior at work

Take a position on lie and sincerity



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Dare to say things in constructive mode ! 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsDiscover and put into practice simple tools to say things, make a request or express a refusal

Exploring fear of opposition and its limiting beliefs

Gain confidence, develop your ability to assert yourself

Target audienceAnyone who wishes to assert themselves more and say things with respect for their interlocutorsand, at the same time, without letting themselves be stepped on.

PrerequisiteNone

ContentsDare to say things that are annoying or problematic: why and why not?

Where does the difficulty in opposing come from? Burden of education, past experiences andsocial constraints

Opposing, saying things: benefits and negative consequences

Challenging the fear of displeasing; exploring the limiting beliefs

To show assertiveness: neither bully, nor bullied... and even less rascal!

Expressing a situation, a behaviour... an inconveniency



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DESC method

Using "I": assuming and expressing one’s feelings

Differentiate between fact, opinion, feeling, judgment

Saying what you want rather than what you don't want

Say ‘No’ in 4 steps

Analyse the request

Decide on your answer, depending on the consequences of ‘yes’ and ‘no’ for yourself and others

Expressing your refusal

Propose an alternative



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182


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Organizing and virtually facilitating a participatorymeeting 0.20 Day 150€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS


Organise and prepare a remote meeting to ensure its effectiveness.

Put into practice creative and innovative tools to facilitate a participatory meeting and encouragethe involvement of each participant.

Target audienceAnyone who has to organise and remotely lead participatory meeting, particularly in a crisis context.

PrerequisiteNone



Set an effective and motivating meeting objective.

Maintain the attention and active participation of each participant



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Discover and put into practice methods and tools to foster a creative atmosphere during themeeting

Energise your remote presentations

Etc.



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NLP: all your senses in action. 2 Days Quotation available on demand

DETAILS

GoalsBetter understand yourself

Optimize your behavior

Develop effective communication

Enable your flexibility

Target audiencePeople who wish to better know and develop themselves

PrerequisiteNone

ContentsNeuro-Linguistic Programming (NLP) in question

NLP presuppositions

Perceptions

Predicates: our 5 senses

The "Objective" strategy


Set a specific, positive and operational objective



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Choose your objectives in a long-term perspective

Balance personal values and professional goals

Mobilize your energy: "anchoring of resources"

Choose the internal personal resources tailored to the objectives

Anchor the reflexes to mobilize the required resources

Control your limiting emotions

Eliminate unnecessary stresses

Prepare for success: "visualization"

Imagine your success

Visualize the final result

Get interested in emotions: "calibration"

Observe the interlocutor in a subtle way

Consider her / his feelings

Adapt yourself to other's perceptions: the "vako"

Listen to the preferred representational systems

Communicate with the same registers

Listen in silence

Rephrase to reactivate

Summarize to validate

Ask the right questions with the "metamodel"

Identify the language inaccuracies



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Get the general information clarified

Confront the inconsistencies

Create the right relationship: "synchronization"

Get in touch

Stay in line


Present your ideas in a smooth way: "reframing"

Turn a negative experience into a positive

Handle objections




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The fundamentals of telephone communication(Level 1) 1 Day Quotation available on demand

DETAILS

GoalsIdentify and understand the specifics and constraints of telephone communication

Successfully handle incoming and outgoing calls

Create a good first contact

Identify the caller and understand the question

Professionally handle the question

Prevent delicate situations on the telephone (introduction)

This training may be followed by the training “Handling delicate situations on the phone”.

Target audienceAnyone working as a telephone receptionist or who handles the telephone as a work tool and whowishes to acquire efficient techniques to handle telephone calls with professionalism and ease.

PrerequisiteNone

ContentsThe specifics of telephone reception

Constraints of telephone communication: no ‘face-to-face’ and no non-verbal communication



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Optimise the verbal (choice of words) and paralinguistic (tone, volume, melody, speed, silence…)parts of the voice. Practice the ‘famous’ audible smile.

Pay a particular attention to the paralinguistic signals given by the caller

The best practices of telephone reception

To present yourself, to announce the company during incoming and outgoing calls

To use the rights words when putting a call on hold, to resume, transfer or direct incoming calls

To note a message in a precise way, adapted to the needs

Reassure the caller

Taking leave from the caller on the telephone

Understanding and responding to requests in an adequate way

Start using the basics for an efficient communication: avoid the main pitfalls

Actively listen to give confidence to the caller and to understand the request

Ask questions and reformulate to get validation for your understanding

Treat the request with efficiency; adapt your attitude and find the right words for eachcircumstance

Make sure the caller understands well

Adopt an attitude and language that is positive and constructive

Being proactive; anticipate the needs of the caller as far as possible

Conclude and take leave

Preventing delicate situations on the telephone

Detect verbal and non-verbal precursors to identify the beginnings of a difficult situation

React with assertiveness: affirm yourself with respect to the caller without resorting todeleterious behaviour



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Storytelling for business' purposes 2 Days 780€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsTo understand the principles of communication by storytelling

To know the narrative models and scripts

To be able to define and tell the story

Target audienceAnyone willing to improve his communication skills thanks to the technique of storytelling

PrerequisiteNone

ContentsDiscovering storytelling and its possible uses in a company

Principles and history of storytelling

The five properties of narration

The different applications of storytelling (politics, marketing, brand communication, training etc.)

Using the narrative mode in a communication strategy

Integrate the psychological and emotional dimension of the narrative approach

Decide which story to tell



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Identify the main themes of the communication goals

Using the proximity laws to get into phase with the audience

Explore the company culture

Choose the right theme and the right narrative angle

Prepare the story

Choose the information to convey the intended message

Identify the risks of a story with a fixed point of view

Storytelling in function of the goal, the audience

Setting the tone of the presentation

Using the narrative model

Using the five steps of the narrative model

The elements and protagonists of a story

Different types of scripts

Creating the model of the story

Elaborate the pitch and the story board

Master the narrative syntax

Work on association of ideas

Taking care of the introduction and conclusion

Basic principles: explain, synthesize, repeat, start again

Interactivity and engagement

Choose the distribution channels for the story

The different media

Cross-media



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Technology for the presenter

Practical exercises

Analysis of some examples of communication by storytelling

Exercise including presentation and analysis in front of the group, split up in different stages: thechoice of the history, point of view, the pitch, the storyboard



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Say "no" in a constructive manner 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsIdentify difficulties in saying no

Express a refusal; practice "saying no" with tact and diplomacy

Discover how to progress in your own assertiveness

Target audienceFor all. People wishing to learn to say no, to preserve themselves, to assert themselves more.

PrerequisiteNone

ContentsExplore the difficulties of saying "no"

Why do we have so much trouble expressing a refusal? Weight of education, past experiencesand social constraints

The advantages of “no”, the disadvantages of “yes”; their real and / or imagined consequences

Assess one's own ability to say no

Before expressing a refusal



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Deepen and understand the demand

Analyze the situation: is it possible to say no? And if so, with what consequences possible,positive and negative?

Possible alternatives

Say "no" in practice

Express your refusal: an approach in 3 steps

Communicate one's response with tact and constructively

Some rules to better say no

Assert yourself more

Assertiveness: neither doormat nor hedgehog!

The benefit of daring to say things

Understand and fight against limiting beliefs



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Anticipate and manage conflicts 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsIdentify and understand your preferred way of resolving conflicts

Understand conflicts and turn them into opportunities.

Train yourself in using tools of assertiveness to find the best possible outcome for both parties.

Avoid conflicts on a daily basis.

Target audienceAnyone willing to improve his skills in preventing and handling conflicts

PrerequisiteNone

ContentsConflicts; an overview

Definition of a conflict; types and sources of conflict

Conflict or opportunity?

Anticipate conflicts; 3 levels of prevention

Conflict resolution, methods and behaviours



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First reactions and resolving methods; corresponding behaviours and viewpoints

Advantages and disadvantages of the different methods and behaviours

An effective method to resolve a conflict and come to a win-win solution

Manage a conflict with the assertiveness tools; practice

Understand the conflict; take a step backwards; transform the conflict into an opportunity; set anobjective (what do we want)

Adopt the appropriate behaviour and use the assertiveness tools: DESC method, self-affirminglanguage, coherence between verbal and non-verbal communication

Synthesis: 20 key points for the best conflict management

After the conflict: follow up on the adopted solution; adjust when needed

Avoid conflicts on a daily basis

Watch over the quality of communication

Dare to say things

Use management tools



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Introduction to the principles of communication andmarketing 1 Day Quotation available on demand

DETAILS

GoalsTo get to know the terminology and the concepts in this field. To feel more at ease and work betterwith consultants and providers

Target audienceAnyone working with professionals in this filed or who is new in a marketing or communicationfunction

PrerequisiteNone

ContentsIntroduction to enterprise communication

Definition of enterprise communication

Define internal and external goals

Definition: information or communication

The communication plan

Position relative to the enterprise strategy, defining communication goals

Listing the goals



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Segmentation of the goals and priority target audiences

Listing the communication tools

Basic principles of marketing

Strategic marketing, product marketing and operational marketing

Specific sectors: large volume, service industry, B2B and B2C

Creating value for the customer and for the enterprise: levers, strategies and operations

The marketing strategy of the enterprise

The tools of multi-channel marketing

Websites and social networks

Press releases

Brochures and leaflets

Terminology linked to webtools

Websites

Blogs

Social networks

Terminology linked to printing

Colour management

Resolution

Offset/Digital

Who does what?

The roles



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ICT-tools

Workers



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Boost your presenting skills to convince youraudience 2 Days Quotation available on demand

DETAILS

GoalsImprove your public speaking skills

Adapt to your audience and involve them

Gain confidence and manage stage fright

Target audienceAnyone required to speak in public in a professional context.

PrerequisiteNone

ContentsIntroduction/recap

Different types of presentations and public speeches

Qualities of a good presentation; most frequent errors

Prepare your presentation

Key points to consider before you start

Know your audience. Take notes.

Clearly define your goal!



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Build and structure your presentation

Prepare the structure of your intervention

Find a catchy title

Sequencing and animating its content

Prepare concise and effective notes

Exercise effectively

Captivate and keep the audience's attention

The secrets of great speakers

Get your intervention off to a good start

Use storytelling, analogies, mental images

Argue to convince your audience

Listening, watching the audience, using feedback

Involve your audience

Optimise non-verbal communication. Manage space, move.

Avoid common communication pitfalls

Encourage questions; make them interactive and dynamic

Create a warm and friendly atmosphere

Managing difficult participants

Use assertiveness to reframe

Solicit troublemakers

Managing “chatty”, “aggressive”, “apathetic” and “disruptive” elements in general

Visual aids and PowerPoint presentations

Types of visual aids; advantages and disadvantages



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PowerPoint or no PowerPoint?

The golden rules for an effective PowerPoint presentation



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Managing a remote team in a crisis situation 0.20 Day 150€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS


Identify, define and implement means and tools specific to your company, your activity and yourmarket in order to remotely guarantee the commitment of your teams in a context oforganisational breakdowns and potential conflicts.

Target audienceResponsables d’entreprises et managers.

PrerequisiteManagerial responsibilities.



Specifying the framework (Values, Vision, Missions, Corporate Culture) applicable to all, as well asthe rules to be respected in order to maintain individual commitment to the general interest

Encouraging individual responsibility by establishing procedures that promote autonomy andproactivity



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Responding to explicit and implicit individual expectations, justified / legitimate and a prioriunfounded / illegitimate claims

Maintaining team spirit as a condition of commitment

Etc.



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Manage complaints and communication issuesefficiently 2 Days Quotation available on demand

DETAILS

GoalsDevelop your relational capabilities to effectively manage complaints

Develop self-control and assertiveness to deal with an unhappy conversation partner

Transform a conflict into a search for common interest

Target audienceAnyone with internal or external contacts and willing to take better care of complaints and ofsensitive communication

PrerequisiteNone

ContentsPrepare to listen and understand

Different types of complaints (face to face, telephone, email) and space for maneuver

Focus on the speaker; practice active listening

Understand the 4 typical behaviours of a person and respond to them

Listen actively and use dialogue to better understand the problem

Key skills: courtesy, respect, consideration, kindness, non-judgement



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Be an active listener and show your will to understand

Ask questions to go to the depths of the issue

Rephrase and ask for validation of your understanding of the issue

Resolve

Be constructive

Look for points in common

Propose a win-win solution and ask for validation of it

Make concrete commitments (who does what, when and how)

Formalise

Choose the right words and the right style: use action verbs and positive words

Personalise the answer to value the person you are talking to

Follow up

Spot frequent incidents

Establish an action plan

Set up complaint tracking indicators



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Effective PowerPoint presentations for maximumimpact 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsHow to use PowerPoint to the best effect, to convey a clear message, well prepared, with goodaudience interaction, presented with conviction and supported by the right technical backup.

PrerequisiteAny person willing to improve the way to create effective PowerPoint presentations.

ContentsPrepare your presentation

Collect and synthesize the subject

Structure your speech

Creating key messages with finesse

Move to a higher level of presenting

Let PowerPoint complement your speaking

How to be clear

Using more creative approaches to presenting

Use simple words



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Create short sentences

Explanation in 3 points

Stop getting it wrong - start getting it right!

Stop having badly designed slides

Stop having long lists of bullet points or too much text on one slide

Start to dramatically improve your PowerPoint presentations

Start to stimulate the cognitive retention of your material

Start impressing your audience with your ability to put information across

If you want to add the WOW factor

Tips and Tricks to captivate your audience

Presenting confidently to large or small groups

Tailor content and delivery for different audiences

Use your own experience

Maintaining attention

How to get sympathy from your audience

Encouraging participation

Use humor to improve the atmosphere and promote memorization

Use multiple intelligences

Captivate by means of words

Move in order to learn

Use visual displays



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The fundamentals of effective communication 2 Days Quotation available on demand

DETAILS

GoalsUnderstand the mechanisms of communication and how it works.

Avoid the pitfalls.

Implement good communication practices.

Identify your communication style.

Target audienceAnyone wishing to better understand the communication in the broadest sense and improve itsown communication.

PrerequisiteNone

ContentsBetter understand communication

Communication or information? Definition and functions of communication

Communication scheme, complexity of the process

A four-stage process; a specific goal

Avoid the pitfalls of communication

Perception; interpretation; reference framework



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Transformation and loss of messages; communication funnel

Other pitfalls of communication

Before communicating

Define your communication objective(s); link with the needs / expectations of your interlocutors

Collect information and design an effective message: content and shape

Choose a suitable communication support; complementarity of the media

Adapt to specific communication situations: public speaking, telephone communication, videoconferencing, meeting…

Communicate in an effective manner

Involve your interlocutors in your communication

Check the good understanding of your communication; active listening and feedback

Pay attention to all forms of communication: verbal, paralinguistic and non-verbal

Communication and preferences: what we like to communicate and the elements we are lookingfor in communication



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Traiter les réclamations et générer la satisfactiondes clients 2 Days 780€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsPréciser le positionnement voulu de l’offre

Générer une expérience positive de service pour le client

Utiliser le mécontentement comme moyen de fidélisation

Target audienceToute personne souhaitant optimiser ses relations avec ses clients et autres interlocuteursprofessionnels, et transformer les réclamations, conflits en levier de satisfaction.

PrerequisiteAucun

ContentsLa valeur de l’offre et sa monétisation comme sources de satisfaction pour leclient

De la satisfaction d’un besoin à celle d’une attente : la recherche du « bénéfice client »

Du parcours utilisateur au design d’expérience : les rôles du client et de son fournisseur

De la culture d’entreprise et de sa marque au modèle économique : comment monétiser la valeurde l’offre

La satisfaction du client comme condition de la pérennisation de l’entreprise



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Définir les sources de satisfaction et d’insatisfaction du client

Préciser les enjeux et les critères de la satisfaction du client

Mesurer le degré de satisfaction du client

Les outils d’étude, de décision et de mise en œuvre au service de la satisfaction

Le diagnostic, la veille et la collaboration interne et externe

La créativité

L’anticipation de la demande

La norme ISO 10001:2018 - Management de la qualité - Satisfaction du client - Lignes directricesrelatives aux codes de conduite des organismes

La norme ISO 10002:2018 - Management de la qualité - Satisfaction des clients - Lignes directricespour le traitement des réclamations dans les organismes

De la demande non satisfaite à la réclamation du client : les germes du conflit

Identifier avec discernement les origines, causes et « déclencheurs » du mécontentement duclient

Reconsidérer la relation avec le client pour arriver à satisfaire l’intérêt général

Évaluer le niveau et le degré d’implication du client conflictuel

Le traitement de la réclamation : du conflit à la fidélisation

Entendre et comprendre : les comportements qui apaisent, les facultés qui favorisent

Distinguer les dimensions émotionnelles, stratégiques et opérationnelles de la réclamation

Utiliser l’écoute active, la synchronisation verbale et la reformulation pour résoudre le différend

Savoir négocier ce qui est négociable : la préparation, la stratégie, les échanges, la formalisationde l’accord

Dominer ses états émotionnels tout en sachant dire parfois « non »

Capitaliser l’expérience acquise



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The power of praise and constructive feedback. 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsFeedback: an essential management tool

Discover and use feedback to:

Congratulate, thank and value appropriately

Correct an unsatisfactory job, action or behaviour in a firm and constructive way

Training oneself in circumstantial facts

Gain confidence in giving feedback

Target audienceManagers, team leaders who want to provide positive and constructive feedback in order to valuetheir collaborators and help them grow in their job.

PrerequisiteWorking in a management position is an advantage.

ContentsFeedback: an essential tool for the development of people

The vital importance of strokes

Accept employees in all their dimensions: existential, results, skills / procedures and efforts



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provided

Conditional or unconditional feedback?

Replace negative feedback with constructive feedback

Recognising and motivating collaborators

Explore tracks and possible recognition actions

Study the short and long-term impact of different actions

Use feedback as a powerful tool for motivation and recognition

Add a positive quality stroke: the 12 laws of stroke

Add constructive feedback to help your collaborators progress

The power of daily recognition

To congratulate, to thank, to value

The 5 characteristics of a positive quality stroke

Line of action: contact-fact-quality-advantages-conclusion

With or without witnesses?

To congratulate, to thank, to value… without flattering

Ensure that it lasts.

Correct an unsatisfactory job, action or behaviour in a firm and constructive way.

Line of action: contact-fact-failures-consequences-expectations-sharing-monitoring-conclusion

DESC method

The importance of precise, undeniable facts

Explain without justifying

Suggest SMART ways of improvement to create progress

Involve the collaborator in the search for solutions

Plan and follow up



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Active listening to understand and be understood 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsDiscover and use the principles of active listening

Evaluate and develop your listening skills

Improve your relational efficiency when communicating one-on-one or in a group

Target audienceAnyone wishing to better understand the others and to improve his/her listening capacity inprofessional relations

PrerequisiteNone

ContentsActive listening and its challenges

The meaning of “active listening”; some ideas by Carl Rogers

Why use active listening? Diagram, funnel and traps of communication

Active listening limiters: sensory filters, representations, sorting information

The different levels of listening

Prepare yourself: setting up the right conditions for high quality listening



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Prepare and master the different stages of an interview

Setting up the ideal conditions for optimal listening

Define and communicate the basic rules

Create a confidential relationship and maintain it

Active listening in practice

Put into practice the principles of active listening: be there for the other, give proof of empathy

Make a difference between fact, opinion, feeling and judgement

Find a balance between listening and taking notes; remain available for the other, show you arelistening

Listen to what is said: verbal communication, use of vocabulary

Observe and listen to what is not being said: paralinguistic and non-verbal elements

Manage your emotions and welcome those of the other

Recognise and avoid the pitfalls of bad listening

Make sure you understood well; reformulate and give feedback; come to aconclusion

Use different types of questioning

Use the right type of reformulation

Ask validation of your understanding of the issue(s)

React and respond

Close positively and follow up



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Deal with tricky phone situations (Level 2) 1 Day 390€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsThis training will enable participants to put into practice the tools necessary to manage sensitivetelephone conversations through:

A good understanding of communication factors

Mastery of the principles and techniques of conflict management and assertiveness.

Target audienceAnyone:

Performing a telephone reception function

In telephone contact with internal or external contacts

Wishing to be more comfortable in handling sensitive telephone situations.

PrerequisiteNone

Contents

Some reminders on communication and the specifics of telephone exchanges

Communication fundamentals



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3 components of communication: verbal, paralinguistic and non-verbal

Specificities and constraints of telephone communication

Basic rules and principles for effective communication

Good telephone communication practices to prevent difficult situations

Practice active listening to understand the person you are speaking to: questioning andrephrasing.

Respond to the request; obtain feedback and validation of the response.

Involve the other person in the communication; make them active; get them to listen andexpress themselves with confidence.

Follow up on the communication

Some principles and a toolbox for dealing with delicate situations

Identify destabilising situations and de-dramatize them

Main principles for managing difficult situations/conflicts:

Human behaviour in the face of conflict; positions in life

Adopt the adapted behaviour to evolve towards a win-win relationship

Define and practice assertiveness

Characteristics of assertive behaviour; basic life skills

Assertiveness toolbox: saying things; providing feedback; using the D.E.S.C. method

Adapt your vocabulary: use the language of involvement ("I", "you", "we"), the diplomatic,constructive words that calm you down.

To refuse a request; to say no without aggressiveness



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Decode the body language of your interlocutors 1 Day 450€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS

GoalsAssessing the importance of non-verbal language in communication

Sharpen your sense of observation of body language

Practise identifying the most common body language cues to understand the other beyond thespoken word.

Target audienceThis training is intended for anyone wishing to improve their interpersonal relationships through abetter understanding of body language.

Professionals in customer relations, reception and communication. Salesmen, salespeople,negotiators. Health, justice and security personnel. Consultants, lawyers. HR professionals,recruitment. Trainers, teachers, educators. Managers, local supervisors, tutors.

PrerequisiteNone

ContentsSharpen your sense of observation through synergology

Understand what synergology means



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Apprehending the five dimensions of non-verbal language

Distinguishing the noisy transmitter from the silent transmitter

The encoding or specificity of the synergology

Observation through the three views of the synergist

Understanding how synergistic observation works

Mapping of the body through its organic segmentation

From vigilance to the connection with the interlocutor

Finding out what the head positioning means

The eyes and the apprehension of emotions

Finding out what's behind the crying

Focus on crossing legs

What our chair positions reveal



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Strengthening customer relations in a difficultcontext 0.20 Day 150€ VAT excl. / participant for calendar sessions. Intra-company trainings quotes on

demand.

DETAILS


Identify, define and implement the means and tools specific to your company, your activity andyour market in order to guarantee your positioning, your notoriety and your commercialperformance at the end of the crisis.

Target audienceBusiness and commercial managers.

PrerequisiteBusiness Responsibilities



Identifying the issues and specifying the objectives and key indicators specific to customerrelations in a crisis situation

Setting up a restricted crisis management team (Watch, Diagnosis, Strategy, Actions, Measures,



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Follow-up)

Setting up and operating a specific action plan

Benefiting from the experience

Etc.



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Documents

soft-skills Develop your skills in · Time management with Outlook Creative problem solving: structure your approach to innovation. Boost your innovation creativity. Organize your