Clarify the contours of the contractual relationship
- Identify the framework of the relationship.
- Understand types of management and service providers.
- Detect the benefits and limits of cross-cutting management.
- List respective rights and obligations: The legal and contractual framework.
- Understand the specifics of cross-cutting management: Cooperation, coordination, relationship.
- Grasp differences in logic and challenges.
Exercise
Create a map of stakeholders. Build a question grid aimed at identifying differences in logic.
Learn how to institute management without hierarchies
- Clarify roles, missions, and goals.
- Structure the specifications and organize the contribution meeting.
- Identify services providers' goals with the SMART method.
- Determine their expectations and motivations.
- Organize and manage a team of service providers on an everyday basis: Task flowchart, types of meetings, etc.
- Build the matrix of roles and responsibilities.
- Define and monitor the expected results of the service: Task sequencing, performance indicators.
- Establish a partnership: Coordination, cooperation, highlighting common interests.
Exercise
Listing the items that affect the choice of time between performance meetings. Building the metaplan.
Boosting your authority and legitimacy.
- Spotting different forms of power. Enhance your credibility.
- Legitimize your function, your role: Clarify the roles defined in the contract in a participatory form.
- Develop non-hierarchical authority: Take into account the needs of various stakeholders. Create trust.
- Affirm your leadership position and build charisma.
Exercise
Role-playing based on the charisma and legitimacy of a manager in dealing with service providers. Group debriefing.
Adapting your communication
- Communication processes and channels: Question, listen, rephrase, dialog, negotiate.
- Pass along information using appropriate means. Develop active listening: verbal, para-verbal, non verbal.
- Develop active listening: verbal, para-verbal, non verbal. Use your emotional intelligence.
- Develop a motivating method of communication for use face-to-face, on the phone, and in writing. Email best practices.
Hands-on work
Identifying communication processes and channels to be put in place in order to clarify and optimize relations between stakeholders. Scenarios: Practicing active listening. Group debriefing.
Getting service providers motivated and involved
- Be convincing to mobilize contributors and get them to join the meeting.
- Structure your intervention plan: Context, project challenges, goals, action plan.
- Various cooperative and uncooperative behaviors. Life positions.
- Create a favorable relationship environment. Develop empathy. Grant trust. Give responsibilities. Create the right vibe.
- Tools for influencing and motivating: Identity-realization, belonging, recognition-power.
- Give signs of recognition: The A.S.A.P. method (Appropriate, Sincere, Analytical, Personalized).
Hands-on work
Role-playing: A meeting to motivate a service provider without hierarchical ties. Preparing the interview with that service provider in subgroups.
Handling situations made difficult by status
- Spotting major attitudes in communication: Aggressiveness, manipulation, passiveness, assertiveness.
- Say things with fairness and authority with the DESC tool.
- Managing difficult personalities and removing obstacles.
- Anticipating and defusing conflicts.
- Managing the vibe within the team.
- Refocusing if there is a deviation: Prepare for the meeting, proceed through each step.
Exercise
Defuse a managerial conflict with a service provider. Refocus an employee without a hierarchical relationship. Group debriefing.
Building a personal progress action plan.
- Self-analysis/diagnosis by each participant.
- Highlight your personal talents.
- Define SMART goals, a schedule, additional resources. Formalize the expected results.
2d
- 14h00 
