• Estimating employee competencies

• Giving instructions

• Establishing standards and objectives

• Correcting mistakes and non conformities

• Motivating employees

• Conducting a motivational interview

• Delegating

• Disciplining

• Communicating bad news

​

​

​

​

• 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

​​

​

• 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?

​

• Evaluation of the organisation and the role of the manager 

• Communication

• Assertiveness

• Motivation

• Situational leadership

• Emotional intelligence (BarOn EQi-questionnaire)

• Conflict management

• Giving feedback

​

​

​

​

​

• Raise awareness of the importance of a good attendance policy

• Explain your own absenteeism policy

• Raise the absenteeism threshold

• Lower the work resumption threshold

• Study different forms of conversation

• Deal with long absences

• Motivate non- absentees
   

• 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​​​​​​​​​​

​

• Addressing difficulties when realising project targets

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

• Dealing with situations that can be resolved

• Solving issues

• Avoiding difficulties

• Saying 'no'

• Persuading with a product feature matrix.

• Delegating efficiently

• Dealing with objection

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

• How to give feedback

• Various leadership styles

• Insight and reflection of own motivators and the motivation of the employees

• Considering effective and feasible activities to motivate employees

• Coaching employees

• Insight into workable work, contributing to sustainable employability

• Legal framework and pension arrangements

• Mental vitality, the psychology of aging

• Physical health

• Motivation and purpose

• Concrete action plan towards retirement

• 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