Leadership

54 55L E A D E R S H I P D I R E C T I O N

BANK AGENCY MANAGER'S ROLES AND OBJECTIVES

+ Vicinity management : definition

+ From management to leadership : we will help

you identify your managing style

+ How to improve your employee's efficiency

and autonomy

RUNNING A BANK AGENCY

+ Financial indicators

+ Commercial indicators

+ How to create an effective action plan ?

HUMAN RESOURCES ASPECTS OF PROXIMITY MANAGEMENT

+ Induction process for your branch’s new employee

+ Creating and developing synergies and crossovers

+ Behavioral profiles for employees

+ How to communicate with your supervisors

RETAIL BANKING MANAGEMENT 1 DAY

OBJECTIVEGive all the necessary tools to manage a profit centre in the banking

sector. This module is designed specifically for the management and

supervising staff of a retail bank branch.

TRAINEE’S PROFILEBank manager, deputy bank manager, supervisor, account manager for

private clients and corporations having been promoted.

TRAINER'S PROFILE Consultant/Expert in retail banking branch management.

LE RÔLE ET LES MISSIONS D’UN MANAGER D’AGENCE BANCAIRE+ Le management de proximité : définition

+ Du management au leadership : connaitre son style

de fonctionnement

+ Faire gagner ses collaborateurs en efficacité

et en autonomie

LE PILOTAGE DE L’AGENCE BANCAIRE+ Indicateurs financiers

+ Indicateurs commerciaux

+ Construire un plan d’action

ASPECTS RH DU MANAGEMENT DE PROXIMITÉ+ Accueillir un nouveau salarié dans l’agence

+ Entretenir et générer des synergies et

des transversalités

+ Pratique de l’entretien annuel

+ Aspects et profils comportementaux des salariés

+ Bien communiquer avec sa hiérarchie

MANAGEMENT D'UNE AGENCE BANCAIRE 1 JOUR

OBJECTIFDonner tous les outils nécessaires au management d’un centre de profits

dans le secteur bancaire. Ce module s’intéresse plus spécifiquement à

la gestion et à la direction d’une agence bancaire de proximité.

PROFIL STAGIAIRE Directeur d’agence ou de succursale, sous-directeur, superviseur,

conseillers professionnels et particuliers bénéficiant d’une promotion.

PROFIL FORMATEUR Consultant/Expert en management de succursales bancaires.


LEADERSHIP TODAY

+ What is a good leader ?

+ Leadership challenges today ?

+ Research and practical work in pairs or groups

A LEADER HAS TO KNOW HOW TO CREATE HARMONY

+ What is harmony in management ?

+ How to create harmony in your team ?

+ Research and practical work in pairs or groups

THE 4 MANAGEMENT LEVER ACTIONS USING LEADERSHIP

+ Anticipate and motivate

+ Communicate and make adhere/obey

+ Train and help employees improve their skills

+ Regulate and make people responsible

THE LEADER DEVELOPS THE MOTIVATION AND COMPETENCES OF EACH COLLEAGUE

+ 7 individual and/or collective techniques

ACTION-TAKING PERSONAL PLAN

+ Self analysis and action plan

LEADERSHIP AND PERFORMANCE DEVELOP, ASSERT AND PRACTICE YOUR LEADERSHIP 1 DAY

OBJECTIVE

Review the main leadership theories that you need to know to become

a leader; discover the techniques that will make you a high performing

leader; become a forward looking leader; showing a high degree of

enthusiasm and stressing out the benefits for the team.

TRAINEE’S PROFILE Heads of various departments.

TRAINER'S PROFILE Consultant/Expert in leadership management.

LE LEADERSHIP AUJOURD’HUI + Qu’est-ce qu’un bon leader ?

+ Quels sont aujourd’hui les défis du leadership ?

+ Réflexion et travaux en binôme ou en groupe

UN LEADER DOIT SAVOIR CRÉER DE L’HARMONIE + Qu’est-ce que l’harmonie dans le management ?

+ Comment créer de l’harmonie dans son équipe ?

+ Réflexion et travaux en binôme ou en groupe.

LES 4 LEVIERS D'ACTION DU MANAGEMENT PAR LE LEADERSHIP + Anticiper et motiver

+ Communiquer et faire adhérer

+ Former et faire progresser

+ Réguler et responsabiliser

LE LEADER DÉVELOPPE LA MOTIVATION ET LES COMPÉTENCES DE CHAQUE COLLABORATEUR+ 7 techniques individuelles et/ou collectives

PLAN PERSONNEL DE MISE EN ACTION + Analyse personnelle et plan de mise en œuvre

LEADERSHIP ET PERFORMANCE DÉVELOPPER, AFFIRMER ET EXERCER SON LEADERSHIP 1 JOUR

OBJECTIF

Aller à la rencontre des axes essentiels à la réalisation de son

leadership ; découvrir les techniques d’un leader performant ; devenir un

leader porteur d’avenir ; devoir transmettre son enthousiasme et mettre

en évidence les bénéfices pour l’équipe.

PROFIL STAGIAIRE Responsable de différent département.

PROFIL FORMATEUR Consultant/Expert en leadership et management d’équipe.


THE DIFFERENT DOMAINS OF THE HR FUNCTION

+ Know about the evolution of the HR function, the

big HR management issues and the regulatory

framework

RECRUITMENT

+ Learn about the different stages of the

recruiting process

+ Describe precisely the position and the profile

before starting the recruitment process

+ Evaluate the various stages of the recruitment

interview and avoid pitfalls

FINANCIAL PACKAGE

+ Understand what a good remuneration system is

+ Learn about the different remuneration

setting mechanisms

EVALUATION OF PERFORMANCE LEVELS AND SKILLS

+ Identify the different HR evaluation methods

+ dentify the key points of an annual review

TRAINING: A KEY LEVER FOR THE DEVELOPMENT OF SKILLS

+ Identify the key aspects of a training plan

(mandatory and optional categories)

+ Where does the supervisor stand in the process

of skills development?

THE JOBS AND SKILLS MANAGEMENT AGREEMENT / HR PLANNING (GPEC)

+ Know the key points of the January 18, 2005 law on

HR planning

+ Involve the managers in the review process of jobs

and their evolutions

HANDLE THE SOCIAL CLIMATE AND ANTICIPATE ON THE SOCIAL RISKS

+ Understand the amplification mechanisms of

social stress

+ Use relevant indicators to analyse your company’s

social climate

THE FUNDAMENTAL TOOLS OF THE HR FUNCTION 2 DAYS

OBJECTIVE

Gain a better understanding of the stakes of the HR function and its role

in the performance of a company; acquire the basic knowledge in social

law allowing to handle the different HR processes; giving concrete and

effective HR tools.

TRAINEE’S PROFILEAny person needing to discover the HR management basics and to have

a glance at the different dimensions of the HR function.

TRAINER'S PROFILEConsultant/HR Director with more than 20 years of experienced in

several private and public sectors. Teacher/Researcher in

organizational performance.

LES DIFFÉRENTS DOMAINES DE LA FONCTION RH+ Connaître l'évolution de la fonction RH et les

grandes problématiques GRH d'aujourd'hui et le

cadre réglementaire

LE RECRUTEMENT+ Connaître les différentes phases du processus

recrutement.

+ Décrire de manière précise le poste et le profil avant

de recruter

+ Repérer les étapes de l'entretien de recrutement

et éviter les pièges

LA RÉMUNÉRATION+ Comprendre ce qu'est un bon système

de rémunération.

+ Connaître les mécanismes du système

de rémunération

L'APPRÉCIATION DES PERFORMANCES ET DES COMPÉTENCES+ Repérer les différents systèmes d'appréciation

+ Identifier les points clés d'un entretien annuel

d'appréciation

LA FORMATION : UN LEVIER CLÉ POUR LE DÉVELOPPEMENT DES COMPÉTENCES+ Identifier les points clés d'un plan de formation

(rubriques obligatoires et facultatives)

+ Situer le rôle du hiérarchique dans le processus de

développement de compétences

LA GESTION PRÉVISIONNELLE DE L'EMPLOI ET DES COMPÉTENCES (GPEC)+ Connaître les points clés de la loi du 18 janvier

2005 sur la GPEC

+ Impliquer les managers dans la réflexion sur les

métiers et leurs évolutions

GÉRER LE CLIMAT SOCIAL ET ANTICIPER SUR LES RISQUES SOCIAUX+ Comprendre les mécanismes d'amplification des

tensions sociales

+ Se doter d'indicateurs pertinents pour suivre le

climat social de son entreprise

LES OUTILS DE BASE DE LA FONCTION RESSOURCES HUMAINES 2 JOURS

OBJECTIF

Mieux comprendre les enjeux de la fonction RH et son rôle dans la

performance de l’entreprise ; acquérir les connaissances de base en

droit social permettant de gérer es différents processus RH ; se doter

d'outils RH concrets et performants.

PROFIL STAGIAIREToute personne ayant besoin de découvrir les bases de la gestion des

Ressources Humaines et de parcourir les différentes dimensions de la

fonction RH.

PROFIL FORMATEURConsultant/ Expert en développement de la performance

organisationnelle.

OBJECTIVE To develop Leadership Potential and Effectiveness amongst participants and to provide tools and understanding to identify individual and organizational areas of growth to be implemented

PARTICIPANT PROFILE Senior Executives, Managers and Talent Development

GUEST SPEAKER PROFILE Specialized in Coaching, Change Management, Communication, Mediation, Teambuilding and Conflict Management, bilingual (French-English)

PROGRAM

WHAT IS LEADERSHIP?

培训目的提高学员的效率和潜能；提供工具和相应方法以改善对个人和他人的理解；从不同角度明确个人和给予他人需要提高的方面

培训对象总经理，企业高管,各部门经理及人才发展部负责人

讲师背景一对一“教练”，变更管理，沟通，调节，团队管理，冲突管理专家。英法双语

培训内容

55领导力管理LEADERSHIP 54

发展您的领导力才能

1天

DEVELOP YOUR LEADERSHIP SKILLS

1 DAY

+ Effective Leadership and the Crucial questions I need to ask myself

+ The 3 steps of Leadership: Building a Vision, Developing Alignment, Promoting Execution… zoom on the skills and behavior which drive each of these 3 key steps

LEADERSHIP MODELS – THE DISC MODEL+ The DISC Model is a tool for each Leader to understand

themselves and others better – allowing them to develop their strengths and understand better where and how to make progress the 4 styles are D-Dominance, I- Influence, S-Stability, C-Conscientious

+ Understanding myself better – exploring my primary and secondary styles… and the other 2 I tend not to use…

+ Understanding others better – Decoding their styles, being more effective with them

+ Examples and illustrations

LEADERSHIP STYLES - GOLEMAN’S 6 STYLES OF LEADERSHIP+ With each of the 6 leadership styles, the question we have to

ask ourselves is: Which style do I use, in which situation? and with which people?

+ Examining the 6 styles - their uses, their benefits, their risks+ the 6 styles: Authoritative/Visionary, Collaborative, Coercive,

Democratic, Pacesetting, Coach+ Which ones do I need to deploy in my organization ?+ Examples and illustrations

DEVELOPING OTHERS+ Team Management - motivating people+ What motives you and your teams?+ the 5 stages of team development and the role the leader

plays+ the Leader as an exemplary coach for the organization

领导力......是什么?有效的领导力及我向自己提出的关键性问题领导力的三个步骤：建设视野，开发列齐，促进执行重点讲能力与行为如何驱动以上三步骤

领导力的模型-DISC这个模型是个工具，它能够让每个领导人更好的了解自己和他人，它让您发展个人长处从而更好的理解及提高自己4个类型：D-主导力,I-影响力,S-稳固性,lesC-意识更好地自我了解：研究自己偏向于第一和第二的类型……及基本不可能的其它两种类型更好地了解他人：解码他们所属类型，更有效与他们相处实例及插图

领导力类型–Goleman的六种类型针对这六种类型,我们要向自己提出的问题是：我用的是哪种类型？在何种情况下？针对的是何种人？探讨这六种类型-他们的使用，他们的益处，他们的风险六种类型：权威/有远见的，协作的，强制的，民主的，牵头的，“教练”式的哪些我应该应用在我的组织里?实例及插图

其它各项发展团队管理-激励团队什么能激励您和您的团队?五个步骤可以发展团队以及领导者的角色领导者对于您的组织，作为“教练”榜样

OBJECTIVE To develop skills to Lead more effectively in a complex International and cross cultural environment; we will provide tools and understanding to identify individual and organizational areas of growth

PARTICIPANT PROFILE Senior Executives, Managers and High Potentials and Talent Development Manager

GUEST SPEAKER PROFILE Specializes in Coaching, Change Management, Communication, Mediation, Teambuilding and Conflict Management, bilingual (French-English)

PROGRAM

57领导力管理LEADERSHIP56

复杂国际化，跨文化环境下的领导力

1天

LEADING IN A COMPLEX INTERNATIONAL, CROSS CULTURAL ENVIRONMENT

1 DAY

培训目的在复杂国际化，跨文化环境下，发展领导力技能；将会提供给学员相关工具并让学员理解如何明确个人和组织需要改善的区域

培训对象高级执行经理，经理及有潜力的、人才发展竞职人员

讲师背景一对一“教练”，变更管理，沟通，调节，团队管理，冲突管理专家。英法双语

培训内容

LEADING IN AN INTERNATIONAL ENVIRONMENT+ Particular challenges about working in an Internationally

environment+ Developing trust internationally+ Qualities of a good International Manager+ Managing different expectations about what people expect

from their Leader+ Key skills of an International Leader

COMMUNICATING IN AN INTERNATIONAL ENVIRONMENT – GOOD PRACTICE FOR:+ Email, when, when not and how, phone and conf calls/telcos,

video conferences+ Cross Cultural Challenges of working Internationally+ Surfacing conflict issues+ What people say, what they do not say and what they mean

LEADING ‘VIRTUAL’ ‘REMOTE’ TEAMS+ Defining, sharing and transmitting vision and objectives

‘Square’ wheels analogy

+ Obstacles to effective cross cultural communication when working internationally

+ Leader as ‘Coordinator’ – reconciling the 4 cultures – Country, Professional/Team, Company and Individual

UNDERSTANDING, MANAGING AND LEVERING CROSS CULTURAL DIMENSIONS & PROFILES+ We will examine the impact of the following dimensions on

professional work & business practices + Participants will estimate their own cross cultural profile and

the profile of their organisation + They will also consider what the profiles of their direct teams,

partners and other stakeholders could be and how to interact in an appropriate way with them:

TIME: POLYCHRONIC - MONOCHRONIC ORIENTATION+ Communication: Implicit - Explicit Orientation+ Hierarchy: Strong - Flat Power Distance Orientation+ Rules: Particularist - Univsersalist Orientation+ Collectivism: Group - Individual Orientation

国际环境下的领导力在国际环境下工作的特殊挑战取得国际化信任国际化经理的优秀品质管理不同人针对领导的不同期待国际化领导的主要技能

在国际环境下的沟通技巧–好的应用：邮件，何时，何时不，如何，电话/电话会议，视频跨文化，国际环境下的挑战呈现争议渊源人们说出的话，没说出的，潜在意识

领导“虚拟”团队和“地域分散”团队确定，分享，传递愿景和目标以方形车轮作比喻国际环境下，有效跨文化沟通的障碍“协调人”式的领导–调和4种文化：国际，职业/团队，企业和个人

理解，管理，利用跨文化视角及其背景我们研究以下因职业视角及商业经验所带来的影响学员将分析自身的跨文化背景和企业的背景学员也要考虑到他的直属团队、合伙人、持股人的背景，以便找出最佳管理方式

时间：定向多元-单元沟通:定向模糊-清晰级别差距：定向强–弱规则：定向特定–环球集体：定向团组个人人：定向关系–任务

Leadership

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