Stephanie conducts her business in the field of coaching and training. .Certified Process-Com, she specialized in interpersonal relations and team management. She delivers training around communication, motivation and management in English and French. She coaches managers taking a new position, facing some relational difficulty, crisis or transitioning.

Audience:

Managers of: R&D, heads of research units, R&D consortiums, mixed research units, and Key Enabling Technologies or technological capacity centers, as well as facilitators of communities of applied practices, job area managers in matrix R&D organizations, etc.

Objectives:

Reinforce the collective efficiency of a transverse organization Collectively produce and implement a steering system Collectively define and deploy an improvement plan Reinforce individual crosscutting steering abilities

Agenda:

Effectiveness can be built, measured and improved in three interlinked areas:

1. The effectiveness of the transverse organization, considered as a partnership between the people and/or teams.
2. The effectiveness of each partner, in other words each person (and their home unit) working within the team.
3. The effectiveness of the relationship within the team.

This model was developed by the Université Paris Dauphine (Fabien Blanchot) in partnership with SAFRAN Corporate University..

• Identifying factors of collective effectiveness 
  • Defining the current stage of your team among the different stages of team development
  • Tailoring your management to your team’s development stage.
  • Facilitating and mobilizing your team
  • Supporting your team in complex situations

• Visualizing your team’s optimal organization
  • Theoretical presentation and practice of the diagnosis and steering system
  • Focus on the notions of “shared vision”, “organizational justice”, “loyalty” and “trust”
  •  Initial steps in diagnosis performed in workshops on participants’ real situations; drawing up the “dashboards”

•  Mobilizing your team’s creative potential
• Building the vision and mobilizing the team
  • Building a clear vision, capable of mobilizing team members-
  • Creating and innovating: creativity techniques to build the team’s vision
  • Working on the different levels of the vision: conviction, ambition, values and management principle.
• Associating stakeholders with the project
  • Linking the vision to stakeholders’ issues
  • Shifting from the vision to action plans, in order to translate ambitions into performance
• Communicating your vision with charisma

• Identifying actions needed to reach the team’s optimal organization
  • Work on the action plans
  • Debriefing about diagnoses carried out by participants

• Knowing how to anticipate,lead and manage change in your team
• Introduction to change management, depending on the issues detected regarding participants’ situations. For example:
  • Risk analysis
  • Stakeholder analysis
  • Improving processes
•  Defining your role in developing competences
  • Developing creativity matching the collective vision and individual motivations
  • Leading negotiations to align individual projects with the transverse team’s project

• Dealing with resistance from your team
  • Anticipating conflicts
  • Managing conflict situations positively
  • Sustaining motivation over the long term

Educational Methodology :

• Interactive approach combining conceptual inputs and progressive construction based on the experience of each participant.
• Combination of conceptual, instrumental and behavioral dimensions.
• Play roles on behavioral dimension