Adjusting your management approach
How can you adapt your supervision to a task and a person without becoming unpredictable?
3500 € per session, excl. VAT
In short
These two days, comprising 14 hours excluding breaks, enable participants to design and then test a leadership approach tailored to different situations. Participants assess supervision needs, experiment with several leadership styles and use feedback from observations. They leave with a prototype management routine and a plan for testing it at work.
Why this training?
Detailed instructions can provide reassurance when someone starts a role, but demotivate a person who already works independently. Conversely, delegating too early exposes the employee to difficulties that the manager sometimes interprets as a lack of commitment. Adapting your leadership requires checking facts, explaining your choices and revising your assessment. Role plays reveal the gaps between managerial intention, the wording used and the perceived effect. Running case study: At Ordelune Équipements, a fictitious organisation, a manager assigns a new quality check to three employees: a motivated new recruit, an experienced but hesitant technician and an autonomous lead colleague who is already overloaded. She must adjust instructions, support and delegation without compromising the inspection requirements. Transfer to the workplace: Within thirty days, test the routine in two discussions relating to the same task. Gather the employee’s feedback, compare the autonomy observed with the support provided, then adjust the checkpoints with a peer.
Objectives of this training
- Assess competence and commitment in relation to a specific task.
- Choose a directive, explanatory, participative or delegative style.
- Conduct a discussion that adjusts instructions, support and autonomy.
- Provide descriptive feedback followed by another attempt.
- Design and test a routine for adjusting your management approach.
Who is it for and what are the prerequisites?
Roles and tasks concerned
- Managers supervising employees with contrasting levels of experience.
- Team leaders facing changes in tasks.
- Project managers providing functional coordination.
Prior skills
- Have previously assigned a task and monitored its completion.
- Be able to describe a management discussion you have experienced, without identifying the people involved.
What you will work on
Observing your instinctive style
Objective: Identify your automatic supervision habits. Direction, support and perceived effects.
Assessing without labelling
Objective: Assess a need in its specific context. Demonstrated competence, confidence, commitment and constraints.
Choosing your level of intervention
Objective: Link leadership style to need. Four leadership styles; limitations of placing people in fixed categories.
Directing and explaining
Objective: Set clear parameters without being patronising. Expected outcome, steps, rationale and checking understanding.
Supporting and delegating
Objective: Grant explicitly defined autonomy. Listening, decision-making scope and alert thresholds.
Revising your assessment
Objective: Adapt your style to changing circumstances. A one-off error, learning and organisational obstacles.
Working through resistance
Objective: Address a disagreement about supervision. Facts, listening to disagreement and negotiating follow-up.
Prototyping a routine
Objective: Organise regular adjustments. Diagnostic questions, a shared choice and a review meeting.
Testing under observation
Objective: Check the coherence of the prototype. Behavioural observation and descriptive feedback.
Preparing the workplace pilot
Objective: Define the scope of a feasible experiment. Scope, employee feedback and review criteria.
What you take away
- Task-specific assessment grid.
- Adjustment discussion framework.
- Revised management routine prototype.
- Pilot plan with observations and review points.
Method and assessment
- Short instructional inputs followed by simulations and role plays based on the case study used throughout.
- Structured observation and peer feedback using a shared observation framework.
- Guided debrief: what worked, what will be adjusted, individual commitment.
- Preparation: Prepare an anonymised case in which the level of supervision caused difficulties. Identify a task suitable for a pilot test; use only materials and tools authorised by the organisation.
Observable criteria: The diagnosis distinguishes observed facts from hypotheses to be tested. ; The chosen management approach is justified by task-specific needs. ; The meeting clarifies the expected outcome, autonomy and available sources of support. ; The second attempt incorporates specific behavioural feedback. ; The pilot sets out the scope, observations and a condition for review..
Frequently asked questions
Do you need to change your style for each person?
The choice depends primarily on the task and verified needs, not on a personal label.
How can you avoid a sense of unfairness?
Explain the criteria for autonomy and maintain explicit outcome requirements.
Are real-life situations compulsory?
No. The exercises use fictional or anonymised cases.
What is rolled out in two days?
A prototype tested in a simulation and a pilot plan, not a complete transformation of working practices.
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