• Estimating employee competencies.

• Giving instructions.

• Establishing standards and objectives.

• To adjust.

• Motivating employees.

• Conducting a motivational interview.

• Delegate.

• Conduct a corrective interview.

• having a bad news conversation.

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The purpose of evaluations.

• Conditions for a good evaluation.

• Preparing an evaluation.

• Holding evaluation meetings:

• Introduction

• Evaluation

• Making agreements

• Reaching a concrete plan of action

• Follow-up.

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• The energy-stress balance​

• Self-care / energy guarantee

  • Work

  • Private life

  • Myself​

• Stress – how to get out of the reptilian brain

• Energy Management vs

 Time management

• Sources of energy:

  • Physical​

  • Mental

  • Emotional

  • Spiritual

• How do I recharge my batteries?

• Self-assessment

• 8 steps for more energy

• 5 steps for more connection​​​​​​​​​​

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• Addressing difficulties when realising project targets.

• Dealing with situations that cannot be resolved: HEEL principle. 

• Dealing with situations that can be resolved.

• Solving statements.

• Difficulties to avoid.

• Saying 'no'

• Persuading with a product feature matrix.

• Good delegation.

• Dealing with objection. 

• Evoluation of the organisation and the rol of the manager 

• Communication

• Assertiveness

• Motivation

• Situation leadership

• Emotional intelligence (BarOn EQi-questionnaire)

• Conflict management

• Giving feedback

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• Raise awareness of the importance of a good attendance policy.

• Explain your own absence policy

• Raise the absenteeism threshold

• Lowering the work resumption threshold

• Study different forms of conversation

• Dealing with long absences

• Motivating absentees
   

• Conditions at the start-up of a project.

• Projects as part of structured problem-solving.

• Communicate or hold meetings?

• Targeted project meetings.

• Communication in projects: kick-off, follow-up

• Schedule of activities

• Lessons learned

• Project management instruments​​​​

• Understanding change.

• Planning change.

• Managing change.

• Gaining insight into the change process.

• Recognising, understanding and acknowledging yourself and your reactions.

• Using techniques that help us accept the change.

• Tips and pitfalls in each phase of the process.

• Communicating in times of change

• Awareness that the supervisor or manager/coach is the essential link between the organisation's targets and the efficiency of the employees.

• The iceberg model.

• How to give feedback

• Dealing with various leadership styles.

• Insight and reflection of his/her own motivators and the motivation of the employees.

• Considering effective and feasible activities to motivate employees.

• Holding performance appraisals

• How do I guide in an ever-changing environment?

• Evolution and benefits of the new way of leading

• Modern-evidence-based leading:

  • Influence

  • Inspiration

  • Intellectual challenge

  • Individual attention

• Building blocks to achieve transformational leadership:

  • Self-awareness

  • Vulnerability & psychological safety

  • Self-care

  • Mission

• Sensitisation.

• The ABC model.

• The Johari Window.

• How do you correct behaviour? 

• How do you encourage safe behaviour? 

• Giving acceptable feedback in relation to unsafe actions.

• How do you hold a safety meeting? 

• Reacting assertively to unsafe behaviour of a colleague, external visitor or boss.

• How do I say “no” to a request to do something that is ‘unsafe’? 

• How do I continue to push safe actions?

• Diversity Management: How do I make good decisions? 

• Feedback: 'I' method for respectfull feedback.

• Responding to resistance and/or discrimination.

• How to collaborate respectfully?

• ...​​​​

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