At the start of their managerial careers, individuals are at a pivotal point where the adoption of good practices and effective reflexes is crucial. Indeed, this initial momentum can determine the trajectory of their leadership and the impact on their teams. Conversely, developing bad managerial habits can have disastrous consequences on the commitment and performance of all employees. That's why investing in the right training from the outset is essential. The NUMA course has been specially designed to meet the needs of first-time managers looking to accelerate their learning curve or modernize their existing practices. Structured around key pillars, this course offers a unique opportunity to acquire the skills and knowledge needed to succeed in their managerial role.

What are the objectives of the Fundamentals of Management program?

Moving from employee to manager is often a major challenge, especially in demanding professional environments where expectations are high. To address this crucial transition, NUMA's entry-level management training course offers a pedagogical approach focused on clear, concrete objectives. It also offers a valuable opportunity for experienced managers wishing to reinforce their existing practices by adapting them to contemporary leadership challenges. Please note: each workshop in the program can be taken separately, à la carte, or as part of another course co-constructed with our team. 

The course is organized into six modules. Each one combines a clear intention, real-life cases, a simple tool and immediate action. The pedagogical objectives of your brief have been preserved and integrated into a fluid writing style, with no dry lists.

1. Time and energy management

Teaching objective: To help first-time managers regain control of their week, treat the diary as a hybrid communication tool, protect deep work slots and put their energy in the right place.

Course :

• Manage your diary and protect your time by reserving uninterrupted work periods and distinguishing between in-depth work periods and "to-do" work periods.
• Know where you want to create value, and make the right choices to maintain or abandon your focus depending on the situation.
• Learn to say no in a positive way to coach your teams and use asynchronous meetings to reduce the number of meetings.
• Manage your own energy and that of your team.

2. Feedback

Pedagogical objective: Know how to provide useful feedback at the right time, make it part of the routine, generate learning and confidence without adding to the mental load.

Course :

• Structure development or recognition feedback using the COIN method: Context, Observations, Impact, Next Steps. Practical application to real-life cases.
• Peer-to-peer role-playing inspired by real-life management situations to raise awareness of the pitfalls to be avoided.
• Practice peer-to-peer feedback using the Start Stop Continue matrix.
• Create feedback routines with the logbook and key phrases to offer regularly.
• Use standard formulations for tricky feedback.‍

3. Delegation and performance monitoring

Pedagogical objective: Clarify delegation and framing, install the right indicators, define autonomy and avoid gasworks. Know how to delegate even to non-hierarchical contributors.

Course :

• Clear framing and delegation: share the meaning, identify the right indicators to monitor, define the right level of autonomy, avoid gasworks, clarify reporting... and avoid the pitfalls of delegating "on eggshells" to people you don't directly manage. 
• Monitor individual performance with minimum effort and maximum efficiency, and find the right postures for each case.
• Managing problems: lack of reporting, occasional or repeated poor performance, freewheeling.

4. Team motivation

Training objective: Equip managers to establish simple, repeatable habits, and react appropriately in the event of individual or collective demotivation.

Course :

• Automatic habits to develop: listen (even when it's difficult), take an interest in others and their drivers, encourage by giving feedback and praise.
• Better day-to-day communication: giving meaning and vision, setting the right objectives, preparing real messages for meetings, being transparent in difficult situations...
• Remotivation: distinguishing between a gap and the end of a cycle, remotivating an employee who has dropped out, managing a demotivated team.

5. Individual points 

Pedagogical aim: Make 1:1 time a high value-added activity for the employee, without overloading the manager.

Course :

• Pre-meeting preparation: plan your points at the right time and define an agenda structure adapted to your position and seniority, to ensure that the preparation is really useful. Coach an employee on the proposed agenda.
• During the meeting: speak little, adapt your posture to the employee's profile, manage by questioning, give feedback at the right level, keep the 1:1 ratio even if you're bored.
• After the meeting: provide an actionable, rhythmic follow-up.

6. The management posture

Teaching objective: Be firm without being authoritarian, remain open while retaining the final decision, navigate when you don't have all the answers.

Course :

• Prepare and deliver high-impact group messages.
• Know how to handle objections and make mistakes without losing your legitimacy.
• Manage a conflict or a manager-manager relationship that has deteriorated: prepare for the meeting, choose your approach, don't play casual, don't react on the spot...

What really sets NUMA pedagogy apart

Situational engineering

Each of our training contents is developed on the basis of more than 500 real-life cases that we get participants to react to. Each case is matched with tools, best practices and techniques that can be applied directly in their daily lives. The key to creating commitment throughout the training: your participants come and come again because they are convinced of the concrete usefulness of what they have learned. Priority management and planning are essential pillars of our approach, enabling you to focus on the skills that really matter.

The workshop

Depending on the challenges you face, we co-construct a series of thematic modules, both remote and face-to-face: workshops. This short format (2 hours remote, 3 hours face-to-face), in small groups (up to 12 participants from your company), covers around 6 real-life cases on which we get participants to react, with the resulting actions. The modalities of each session are designed to maximize efficiency and learning. Task management and situation control are an integral part of these workshops. Each workshop also includes an evaluation to measure learning effectiveness.

The trainers

NUMA trainers speak the same language as the participants: with over 15 years' experience in management and leadership positions, each coach is therefore an expert and ultra-legitimate on the subjects he or she tackles, enabling participants to experience first-hand the best ways of handling these situations while sharing their feedback. Each trainer is selected on the basis of his or her skills and experience. Speakers bring unique perspectives and proven strategies for managing emergencies and critical issues.

To find out more about our approach and how we structure our training courses, click here.