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Our challenge was to help managers understand that while benevolence is at the heart of our corporate culture, we must succeed in placing the cursor in the right place to support collective performance. This program was to remind them that their responsibility as managers is also to address complex issues and to be honest even when collaboration is not going as well as expected.
At Bouygues Telecom, we designed a set of 5 relational postures that we observed in teams in general and that we wish to continue developing:
We noticed that managers needed to be better equipped in their daily work to support their teams. We therefore launched the Cartes sur Table program with a view to defusing complex issues such as saying no, reframing an employee's performance or behavior, while respecting our values: benevolence and transparency.
We had already collaborated with NUMA on New Managers and hybrid management programs, and we particularly appreciated the format and pragmatic aspect of the program. We found this angle in the Cartes sur Table program, and always the same flexibility of the NUMA project teams to adapt the practical cases to the maximum. The coach who followed the participants was also very involved in understanding our context in order to best meet the needs of the participants.
What stands out for the participants is the fact that they are truly equipped to deal with complex relational issues. The NUMA methodology allows them to understand that if they frame their collaboration well from the beginning and explicitly formalize the functioning of their team, they are legitimate to say when things are not going well and feel more comfortable doing so.
Several practices emerged from the participant feedback. In the Difficult Conversations workshop, for example, they understood the importance of preparation: gathering facts, building a clear argument and preparing for objections. This time invested beforehand gives them the confidence to lead these conversations by being firm with the facts but kind to the people.
We were careful when dividing up the groups to group together managers with similar experience, to mix up the directions and to avoid hierarchical links. When talking about relational issues, this is almost a prerequisite if you want to free the floor. By discussing their own experiences in sub-groups, they collectively understood that this new posture did not come at the expense of but rather in support of their relationships with their colleagues.
We have had very good feedback and a very good rate of engagement over the 3 cohorts, so I can only recommend this program, which worked for Bouygues Telecom. We chose to focus on experienced managers, who could recognize themselves in the situations studied. We now hope that managers will take up the subject themselves to strengthen their practices.
90%
Cohorts
4,6/5
Our challenge was to help managers understand that while benevolence is at the heart of our corporate culture, we must succeed in placing the cursor in the right place to support collective performance. This program was to remind them that their responsibility as managers is also to address complex issues and to be honest even when collaboration is not going as well as expected.
At Bouygues Telecom, we designed a set of 5 relational postures that we observed in teams in general and that we wish to continue developing:
We noticed that managers needed to be better equipped in their daily work to support their teams. We therefore launched the Cartes sur Table program with a view to defusing complex issues such as saying no, reframing an employee's performance or behavior, while respecting our values: benevolence and transparency.
We had already collaborated with NUMA on New Managers and hybrid management programs, and we particularly appreciated the format and pragmatic aspect of the program. We found this angle in the Cartes sur Table program, and always the same flexibility of the NUMA project teams to adapt the practical cases to the maximum. The coach who followed the participants was also very involved in understanding our context in order to best meet the needs of the participants.
What stands out for the participants is the fact that they are truly equipped to deal with complex relational issues. The NUMA methodology allows them to understand that if they frame their collaboration well from the beginning and explicitly formalize the functioning of their team, they are legitimate to say when things are not going well and feel more comfortable doing so.
Several practices emerged from the participant feedback. In the Difficult Conversations workshop, for example, they understood the importance of preparation: gathering facts, building a clear argument and preparing for objections. This time invested beforehand gives them the confidence to lead these conversations by being firm with the facts but kind to the people.
We were careful when dividing up the groups to group together managers with similar experience, to mix up the directions and to avoid hierarchical links. When talking about relational issues, this is almost a prerequisite if you want to free the floor. By discussing their own experiences in sub-groups, they collectively understood that this new posture did not come at the expense of but rather in support of their relationships with their colleagues.
We have had very good feedback and a very good rate of engagement over the 3 cohorts, so I can only recommend this program, which worked for Bouygues Telecom. We chose to focus on experienced managers, who could recognize themselves in the situations studied. We now hope that managers will take up the subject themselves to strengthen their practices.
Training organisation registered under the number 11755339875. This registration does not imply state approval.
Quality certification has been awarded for the following category of actions: TRAINING INITIATIVES
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