Our signature workshops

We readily  design bespoke training solutions tailored to suit your business. Our proven training methodologies empower your people to improve performance across a whole range of management and leadership skills, from time management to leading a crisis. Our approach is 100% results driven, and based on our extensive experience.

New Leader Assimilation Program

Give yoursel and your team a flying start by speeding up the “getting to know you” process for both sides and set the foundations for success.

Communication in uncertain times

Keeping teams operational during a restructuring or a major change.

Labor Negotiations - Social Dialogue

Labor relations yesterday and today. These negotiations are often seen as a necessary evil, something to get through with as little red tape as possible and quickly get back to business as usual. However, labor negotiation is much more than this, with the right approach it can be an integral part of a targeted change and transformation policy and becomes a profitable investment.

Leadership Training

Leadership yesterday and today, what works and what does not?  How best to lead and how not to lead, what works for me, what works for the team? How do I adapt and respond constructively to the changing needs in society? 

Self Managed Learning for HR Business Partners - 2 Levels

Discover how powerful it can be to learn with and from others that face similar challenges as you have.

Communication skills for leaders

Strengthen your power of persuasion, develop your management talents, ensure leadership through good, affirming and convincing communication.

Media Training

Professional management of your communication with the media in all circumstances.

Boardroom Presence

You never get a second chance to make a first impression. Prepare yourself for your interaction with the board of directors and develop your boardroom presence. Learn how to get the most out of your interaction with the board of directors or individual board members. Strengthen your talents as a senior executive.

Operational Crisis Management

Be prepared to lead your organization through an operational crisis.

Self Managed Learning for Leaders - 3 Levels

Discover how powerful it can be to learn with and from others that face similar challenges as you have.

Managing change as a team

Helping teams evolve in their new  work environment.

Intercultural Leadership

Develop  strategies for success in international leadership situations through a unique blend of research-based insights and hands-on business exercises. 

Crisis Communication Masterclass

Managing expectations when reality becomes a threat.

Project Risk Management

Increase the odds of project success, keep the project team motivated and ensure credibility towards all project stakeholders.

Details

Below you will find details about the courses that we organise on a regular basis. If you are interested in either attending an open session, or having the training organised in-house or for a particular team, contact us for more information.

Communication in uncertain times

Keeping teams operational during a restructuring or a major change.

1 hour interactive training for all team leaders. How to communicate with employees during the information and consultation phase (Renault Law) which creates prolonged uncertainty? How to keep teams operational during major changes? The training is based on Square Circle clients’ field experience over the past 25 years. Practical advice that can be applied immediately to learn how best to deal with and manage employees’ individual situations. By communicating appropriately, we avoid the often humanly devastating effects of uncertainty.

Who should attend?

Executive committee, middle management and anyone in charge of a team

Learning Outcomes
  • Understanding how humans react to change
  • Effectively managing each cycle of change
  • Supporting each employee according to his or her own personality
  • Keeping the team operational and committed
  • Contribute to the preparation of the next steps
Training Outline

A 1-HOUR FACE-TO-FACE TRAINING OR WEBINAR

  • Introduction: implications of the Renault Act (in the case of collective redundancies)
  • In the event of change without collective redundancies: context and challenges
  • Explanation of the change curve and how to deal with each cycle
  • Practical advice: what to do according to each situation?
  • Questions & answers, interactive discussion
    References

    Alliance International, Allnex, AMP, Agence et Messagerie de la Presse, Astellas Pharma Belgium, Barco, Bekaert, Becton Dickinson, Damart, Doosan, D’Ieteren, Douwe Egberts, Friesland Campina, Henrad, Ingersoll Rand EMEA, Keter Curver, Lagardère Retail Travel, L’Oréal, LSG Sky Chef, Magotteaux, Mondelez, Plastic Omnium, Struik Foods, UCB, Vesuvius 

    Communication skills for leaders

    Strengthen your convincing power, develop your management talents, ensure leadership for good, valorizing and convincing communication.

    In order to implement future projects successfully, one usually has to have a higher level of interaction and communication than what one did in the past!  The talents and skills in the field of communication will be more strategic than ever to mobilize and motivate employees, to realize the projects: to take the teams into the change, to manage the resistances and uncertainties that slow down the transformations, to evolve opinions, behaviors and attitudes

    Who should attend?

    This workshop is addressed to all those leading a team.

    Learning Outcomes
    • Strengthening your communication skills and competences 
    • Strategic management skills important for your evolution
    • Strengthening your powers of persuasion and mobilizing your team
    Training Outline
    FACE TO FACE TRAINING OF 4 HOURS, WITH A FOCUS ON PRACTICE AND IMMEDIATE USE

    Theoretical part : Key elements to convince (45 minutes)

    • How does our brain work when it is questioned?
    • What process does it use to reach a decision?
    • How to use this process to convince when communicating?
    • How to make the link with the 3 types of arguments that are the power of leadership communication?
    • Build up communication when one had 3, 10, 30 minutes to convince
    • How to manage non-verbal communication, knowing that it is more than 50% of the convincing power?
    • How to integrate the principles of leadership communication into written communication?
      Practical part: INTERACTIVE EXERCISES  (3 hours)

    • Translating theoretical knowledge into practice by means of 2 presentations, each evaluated and discussed by the participants and the trainer
    • Feedback and individual coaching on non-verbal communication
    • After the workshop, each participant can call on the trainers to “test” their next communication in order to perfect their training.
    References

    AGC Automotive Europe, Capsugel, D’Ieteren, Barco, British Telecom Benelux, Becton Dickinson (BD Europe), Ingersoll Rand, Sabca, Telenet  

    Managing change as a team

    Helping teams evolve in their new work environment

    1-hour interactive, practice-oriented training for all team leaders. During a change of structure, operating mode or after a restructuring, merger or acquisition, the work environment has often changed, which leads to a questioning of each employee.  It is possible to leave people to find their own balance, but this option consumes a lot of energy, resulting in a loss of time and resources that has an impact on the results. This practical training gives each team leader the keys to support their employees through change, reconnect their expectations to the new reality and achieve the desired objectives, in the required time, while strengthening everyone’s motivation and commitment.

    Who should attend?

    Executive committee, middle management and anyone in charge of a team.

    Learning Outcomes
    • Understand that any change in structure leads to malfunctions
    • Know how to encourage your employees to regain control
    • Apply principles that reconnect expectations to the new reality
    • Put your new knowledge into practice
    Training Outline

    1 HOUR FACE-TO-FACE TRAINING OR WEBINAR

    • Introduction: implications of change for your employees
    • 5 types of field situations and how to manage them
    • Approach to individual and collective behavior
    • Practical advice: what to do according to each situation?
    • Questions & answers, interactive discussion
    References

    D’Ieteren Auto, Ingersoll Rand, Trane, British Telecom, Honeywell

    Negotiations Social Dialogue

    Labor negotiations are often seen as a necessary evil, something to get through with as little red tape as possible and quickly get back to business as usual. However, with the right approach, they can be an integral part of a targeted change and transformation policy and become a profitable investment.

    An analysis of 30 years of negotiation and social dialogue at the national and international level serves as the basis for this workshop/training. Negotiating in a labor context and organizing a productive social dialogue is one of the most difficult things to do and it is better to start well prepared. The consequences of poor negotiation or social dialogue can be enormous for the company, the clients, the employees and the shareholders. How can you do this in different way, how do you view it as an investment that can pay off?

    How do you approach it as change management instead of endless conflict?

    Who should attend?

    This workshop is designed for anyone responsible for industrial relations, dealing with the social partners and negotiators of collective agreements and social plans.

    This training is also useful for any manager who wants to gain a better understanding of modern laborrelations and why it is important to manage them well rather than treating them as a necessary evil.

    Learning Outcomes
    • A refreshing approach to organizing labor relations
    • The different roles of the participants and how to deal with them
    • Strategic and tactical considerations
    • How to get from a traditional conflict culture to a culture change and a more workable approach
    • What you should do and what you certainly should not do
    • What values should you apply and how do you stay on the right path
    • How to deal with pressure from outside and inside
    • What is the profile of the successful negotiator
    Training Outline

    A 4-HOUR TRAINING SESSION, WITH A FOCUS ON PRACTICE AND IMMEDIATE APPLICATION

    Theoretical part: (2 hours)

    • The consultative bodies and their role
    • From theory to practice
    • What do you do best, what areas need work?
    • The different types of negotiators or interlocutors
    • Strategic and tactical planning

    Practical part: INTERACTIVE EXERCISES (2 hours)

    • Translating theoretical knowledge into practice on the basis of cases and real experiences, with discussion by the participants and the trainers.
    • Role play and analysis
    • How to work in practice
    • Reconciling the short and long term

     

    References

    Multiple individual counselling sessions in different environments

    Media Training

    Professional management of your communication with the media in all circumstances.

    The media play a leading role in creating opinions that can influence  people’s behaviour. The media world has its own rules that have little to do with conventional ways of thinking.  A company, an organization cannot ignore the media. The media can ignore the company. They can also hurt it voluntarily or involuntarily.

    Who should attend?

    CEO, CFO, COO, HRM, Communication, Marketing & Sales

    Learning Outcomes
    • Get a new realistic view of a journalist’s world
    • Formulate powerful messages that reach their target
    • Master your non- verbal communication
    • Use an efficient technique to get your messages across (TV, Radio, Written media)
    Training Outline

    INTERACTIVE WORKHOP OF 4 HOURS FOR MAX 3 PARTIICPANTS INCLUDING CAMERA TRAINING AND INDVIDUAL COACHING

    Theoretical Part (1 hour)

    • How does media work?
    • How is news constructed?
    • Briefings
    • Formulating your messages with a specific technique

    Practical Part: INTERACTIVE EXERCISES (2 LIVE INTERVIEWS PER PARTICIPANT)

    • By using the interview grid, preparing live interview, formulating the right messages
    • Preparing together the media key messages
    • Live interview before camera
    • Individual coaching on non-verbal’s
    References
    ABInbev, Aertssen Groep, Alliance International, Antalis, Alcatel, Allnex, Alken-Maes, AMP, Agence et Messagerie de la Presse, APM terminals Zeebrugge, Arjowiggins, Astellas Pharma Belgium, AstraZeneca, Base, Barco, Bekaert, Becton Dickinson, Belgonucleaire, Belmedis, CB Direct, Crown Plaza Brussels, Crown Cork, D’Ieteren, Damart, De Beers, Dexia, Doosan, Douwe Egberts, Duracell, Elco, Etam Belgium, Exxon Mobil Plastics Europe, Fedex, Friesland Campina, FIB Belgium, Flint Lessines, Gemplus, General Electric Capital, General Electric IMV, General Electric Power Control, Godiva, Honeywell Europe, Henkel, Henrad, Ingersoll Rand EMEA, Ineos, Imtech, Koninklijke Federatie van Belgische Notarissen, Keter Kurver, Kuwait Petroleum, Lagardère Retail Travel, L’Oreal, Lanxess, Lazer, LSG Sky Chef, Magotteaux, Mondelez, Nespresso, Ontex, Pharmacia, Phibro, Renolit, Sabca, Sabena Technics, Schulmann Plastics, Steigenberger Grand Hotel, Struik Foods, Strukton Rail Belgium, Tereos, Tessenderlo Chemie, TE Connectivity, Tupperware, Tyco, UCB, Vesuvius, Volkswagen Forest, Wallenius Wilhelmsen

    Intercultural Leadership

    How well do you deal with the complexities of greater cultural diversity?

    Managing a group of people from diverse cultures is challenging. Misreading of behaviour, verbal clues and communication style and content leads to frustration and conflicts. This course will provide insight into intercultural communication and provide strategies for success in international leadership situations.

    Who should attend?

    This workshop is for managers, team leaders and other professionals aspiring to management and who wish to gain practical skills and cutting-edge knowledge in leading a group of people from diverse backgrounds and cultures.

    Learning Outcomes
    • You will understand the dimensions of culture
    • You will understand your own cultural profile
    • You will learn to analyze the dynamics of intercultural interactions in leading teams
    • You will be able to plan strategies for success in intercultural interactions
    Training Outline

    Theory : Key insights into culture and impact of culture on effective leadership style (3 hours)

    • What is culture and how does culture define us?
    • Examining the importance of understanding cultural differences
    • Distinguishing between inter- and intra- cultural interactions.
    • Culture as a learned system of meaning and interpretation.
    • How can you make “culture” and its impact on work relationships tangible: insight into cultural dimension

    Practical : interactive exercices (3 hours)

    • Based on examples of problematic leadership situations in the work place, the participants will analyse the dynamics of intercultural interactions.
    • Interactive feedback session where you will discover your intercultural profile and define a personal development plan to improve your intercultural effectiveness .
    References

    Multiple individual counselling sessions in different environments

    Leadership Training

    Leadership yesterday and today, what works and what does not?  How best to lead and how not to lead, what works for me, what works for the team? 

    Many feel called, but few succeed in becoming a successful leader. Leadership is not acquired lightly.  The idea that the leader directs and decides is also long outdated. The manager who does not adapt to the changing environment and the expectations of both the organization and the individual employees and teams quickly becomes a dinosaur today. One of the crucial factors that enable one company to distinguish itself from another is the quality of the leaders in the company, from the lowest to the highest level. This workshop is mainly aimed at leaders, those who manage people and teams directly and indirectly.

    Who should attend?

    This workshop is geared towards anyone leading a team.

    Learning Outcomes
    • Strengthening your managerial competences and skills
    • A better understanding and control of your own style
    • How to make your team part of the story
    • What works and what really doesn’t work in my approach
    • What values do I have and how do I define my image as a leader
    Training Outline

    4-HOUR TRAINING SESSION, WITH A FOCUS ON PRACTICE AND IMMEDIATE APPLICATION

    Theoretical part: The evolution of management thinking over the years (2 hours)

    • From the past to the present to the future, what works and what doesn’t?
    • What can I learn about myself?
    • Why is it important to have this background?
    • How do you use this knowledge to successfully execute strategic and operational plans?

     

    Practical part: INTERACTIVE EXERCISES (2 hours)

    • Translating theoretical knowledge into practice on the basis of cases and real experiences, with discussion by the participants and the trainers.
    • Getting and giving feedback, coaching
    • Setting your personal goals and development

       

        References

        Multiple individual and group counselling sessions in different environments

        Boardroom Presence

        If one aspires to a career at the highest level, one must at some point develop the necessary capabilities to deal effectively with the company’s board of directors.

        For high potentials and senior executives, preparation is advised. The interaction with the board of directors is very important for the success of the organization. A board of directors is not a leadership team or an executive committee, good cooperation is crucial. A board of directors can make or break careers. What to do and what not to do, how do you do it, when and how do you deal with individual members of the board of directors are important skills to know. This program is also useful for high potentials who are asked to come and clarify certain issues before the board of directors or in their interaction with c-suite executives.

        Who should attend?

        This workshop is aimed at anyone who has the ambition and desire to prepare for a position as a senior executive who regularly deals with the board of directors and for high potentials who want to be prepared for an interaction with the board of directors or c-suite executives.

        Learning Outcomes
        • Strengthening your skills and competences in dealing with members of the board of directors and c-suite executives
        • The do’s and don’ts.
        • Key skills for your development
        • How to acquire and maintain credibility

         

          Training Outline

          A 4-HOUR FACE TO FACE TRAINING SESSION,  FOCUSED ON PRACTICE AND IMMEDIATE APPLICATION

          Theoretical part: 1 hours

          • How do I prepare?
          • What should I aim to do?
          • What should I try not to do?
          • How do I present something to the board of directors?
          • What can I expect from the board of directors?
          • How do I get the most out of my interaction with the board of directors?
          • How do I get my message across if I have 3, 10 or 30 minutes to convince them?
          • How to handle non-verbal communication, given that it is more than 50% of the power of persuasion

          Practical part: INTERACTIVE EXERCISES (3 hours)

          • Translating theoretical knowledge into practice by means of 2 presentations, each evaluated and discussed by the participants and the trainer (with board experience)
          • Feedback and individual coaching on non-verbal communication (by an experienced expert)
          • After the workshop, each participant can call on the trainers for a “trial run” of their next communication in order to perfect their training.
          References

          Multiple individual counselling sessions in different environments

          Crisis Communication Masterclass

          Managing expectations when reality becomes a threat.

          Interactive master class of 1 day for the crisis team, up to a maximum of 10 people.

          Through practical exercises and group interactivity, learn how to manage a crisis : process and content, including media.  Crisis preparedness is tested on the basis of a real scenario that unfolds during the day.  The participants work in small groups to deal with the incidents that occur during the exercise.  The outcome of their work is evaluated and adjusted in groups.  The participants also learn how to communicate with media based on a technique used in media training.

          Who should attend?
          CEO, CFO, COO, HRM, Communication, Crisis Team
          Learning Outcomes
          • How the crisis team works 
          • Application of crisis plan and business continuity plan 
          • Internal & external communication including interview technique (based on TV interviews) 
          • Communication with trade unions 
          • Individual coaching in the areas of both non-verbal and verbal communication 
          Training Outline

          INTERACTIVE WORKSHOP OF  1 DAY  FOR 10-12 PARTICIPANTS, ASSIGNED TO A GROUP OF MAXIMUM 3 PERSONS

          • Review of the main items of existing crisis plan, principles of crisis management 
          • Interacting with the media/external audiences 
          • Group work on an “unfolding story”
          • Crisis plan preparation  
          • Drafting key messages 
          • Interview techniques 
          • Live interview of every participant 
          • Group learnings  
          References

          Cytec, Becton Dickinson, Schulman, Tereos, Telenet, Makro, IFB The Health Network 

          Operational Crisis Management

          Effective crisis management and crisis management planning can protect organizations against complete failure if/when disaster strikes. While it is closely linked to business continuity planning, the focus of “crisis management” is narrower, referring to the timespan from the moment of discovery of a severe incident to its effective resolution.

           This course analyses sudden onset crises and slow onset crises caused by internal and external issues. Participants will learn about different types of crises, the key elements of crisis management, how to prepare a crisis management plan and how to fit this with business continuity plans. Practical guidance includes how and when to put a crisis management plan into action, methods for determining risk as a basis for crisis management plans, the use of communication platforms and decision-making techniques.

          Who should attend?

          C-suite leadership and leadership with operational oversight, risk managers, internal audit, cyber security professionals, IT security manager.

          Learning Outcomes
          • Understand the different types of business crisis
          • Understand and apply different crisis management models
          • Build a crisis management strategy
          • Build an effective crisis management team
          • Adapt your crisis management team to multiple locations and business lines
          • Make better decisions in a crisis context
          • Perform a high-level assessment of your organization’s vulnerabilities
          Training Outline

          AN 8-HOUR WORKSHOP WITH A BALANCE OF RESEARCHED BASED INSIGHTS AND PRACTICAL APPLICATION OF LEARNING WITH PROJECT CASES

          The main topics covered in the training include:

          • Crisis management models and their applicability to specific types of operational crises
          • Tools, techniques and checklists
          • Decision making under duress
          • Crisis leadership
          • Crisis Tabletop Simulation Case
            References

            Cyber Crime Units across Europe (law enforcement) though the C1b3rWall Academy, Engie (Europe & HQ) and multiple executive counseling sessions with CIO – COO. 

            Project Risk Management

            Bring project risks under control, while keeping the  team motivated, stakeholders engaged and increasing the odds of project success.

            This training is designed to help project managers identify, quantify and bring under control those risks which threaten to delay or derail their projects. Through hands-on work on project cases, participants will understand how risk management can positively affect team motivation and provide project stakeholders with actionable information to support the project.

            Who should attend?

            Project managers, project sponsors, portfolio managers, program managers and project risk managers.

            The training and application of the risk management methodology covered in the course will benefit everyone who is involved in any type or size of project, in any industry sector.

            Learning Outcomes
            • Develop a risk management plan
            • Identify positive and negative risks
            • Perform a qualitative risk analysis
            • Perform a quantitative risk analysis on the schedule and the cost of the project
            • Identify cost / schedule contingencies
            • Develop a risk response plan
            • Monitor and control risk on an on-going basis
            • Clearly and quickly articulate the project risk picture to project stakeholder
            Training Outline

            The main topics covered during the training include:

            • Risk Management Planning
            • Tools and techniques for identifying risks
            • Risk register
            • Risk Analysis & Evaluation:
            • tools and techniques for qualitative risk analysis
            • tools and techniques for quantitative risk analysis
            • Risk Response Planning, Implementation & Control
            • Communicating risks
            • Applied Project Risk Simulation Case
              References

              De Post (Belgium)

              Engie (Paris HQ – Brussels HQ)

               

              New Leader Assimilation Program

              Give yourself and your team a flying start by speeding up the “getting to know you” process for both sides and set the foundation for success.

              Our New Leader Assimilation Program is designed to help leaders settle into a new role and accelerates the development of the working relationship between the leader and his/her direct reports.  New Leader Assimilation reduces the uncertainties linked to a new relationship and accelerates the development of mutual trust and commitment.

              Who should attend?
              • Managers taking over a new team or leadership assignment in the company
              • New managers coming in from within or from the outside of the company
              • All management levels and all degrees of leadership experience

              Learning Outcomes
              • You will learn about the dynamics and communication styles in the team, discuss expectations and priorities, current state, goals and impending future state
              • You will begin to build a credible basis for a longer-term working relationship, and;
              • Lay the foundation for open communications through the process
              Training Outline

              A 4-8H FACILITATED WORKSHOP THAT SETS THE FOUNDATION FOR SUCCESS FOR THE NEW LEADER AND THE TEAM

              • 1/2 day program (with option to follow through on specific topics in later team sessions or leader coaching)
              • An interactive, facilitated process that accelerates early bonding and energizes the team
              • During this workshop, the platform is provided to the new manager and his/her team to develop a first understanding of their respective operating styles and business priorities so that they can quickly work together to effectively address important business needs and issues
              • Through this program expectations and preferences are clarified and a strong foundation for success for the new leader and the team is being created
              • Prepares the ground for the manager to define and begin to implement his/her own business strategy
              References

              Umicore : New Leaderhip Assimilation workshop in a highly experienced team where one of the team members recently became the new leader of the team.

               

              Self Managed Learning for HR Business Partners – 2 Levels

              Discover how powerful it can be to learn with and from others that face similar challenges as you have.

              Self Managed groups are organised inter and intra company around common themes and for several target groups. In a facilitated group coaching setting, each participant learns how to handle specific  challenges that are part of the HR Business Partnership, where the shared wisdom of the group is one of the main learning components.

              A very practical, hands on approach, where the learning is immediately useful back in the workplace.

              Who should attend?
              • HR professionals that are growing into a new job as HR Business Partner and want to capture the benefits of being supported in the first months to make a successful start
              • HR Business Partners with some experience (1-3 years) that want to continue to develop and enhance their HRBP skills  based on practical situations, together with others in similar positions

              Learning Outcomes
              • Being an HR Business Partner brings new challenges every day: finding talents, supporting leaders in developing their teams, giving candid feedback, handling conflicts, supporting change, preparing a reorganisation, … Self Managed Learning is a powerful method to learn how to approach this, starting from your personal learning goals and using concrete situations you are facing in your professional life
              • Each participant will bring on own topics in the HR field which results in a broad spectrum of learning topics that will be explored and turned into concrete options to take back with you
              • Self Managed Learning fosters autonomy, personal responsibility and self-reliance
              Training Outline

              A 6 MONTH TRACK (1 SCHEDULED GROUP SESSION PER MONTH), WITH A FOCUS ON PRACTICE AND IMMEDIATE USE

              • Self Managed Learning combines individual and group-based learning, is work-experience based and career relevant
              • In a facilitated group coaching setting, each participant learns how to handle specific HR challenges, where the shared wisdom of the group is one of the main learning components.
              • After the start-up module (1 day), the group will meet 6 times in a timeframe of 6 months to work on HR topics they bring on from their own working situation and learn as individuals and as a team while doing so.
              • You elevate your learning experience with an experienced SML Coach with 30 years of experience as an HR professional to maximize the impact
              • Benefit from the double learning loop: learning a new method to reach your personal development goals AND developing your coaching skills asking powerful questions and learn about your own mindsets and thought patterns as you go through the process, which you will benefit from as a leader for the rest of your career
              • Being a member of this small Learning Group, you grow your professional network that you can continue to tap into also after the training

               

              References

               

              Excell in your HR BP leadership

              Experience the power of learning from and with others.  Get “the coaching of your life” by HR professionals that face challenges similar to your own.

              Contact us now!

              Self Managed Learning for Leaders – 3 Levels

              Discover how powerful it can be to learn with and from others that face similar challenges as you have.

              Self Managed Learning groups are organised inter and intra company around common themes and for several target groups. In a facilitated group coaching setting, each participant learns how to handle specific leadership challenges, where the shared wisdom of the group is one of the main learning components.

              A very practical, hands on approach, where the learning is immediately useful back in the workplace.

              Who should attend?
              • Emerging leaders that want to prepare for a leadership role
              • Newly Started Leaders that want to make a good start in their leadership journey and develop their leadership skills based on practical, work based situations
              • Leaders with 2-3 years of experience that wish to continue their leadership development in certain areas, together with others in similar positions

              Learning Outcomes
              • Being a leader brings new challenges every day: setting priorities, giving and receiving feedback, handling conflicts, engaging your team, delegating, … Self Managed Learning is a powerful method to learn how to approach this, starting from your personal learning goals and using concrete situations you are facing in your professional life
              • Each participants will bring on own topics in the leadership field which results in a broad spectrum of learning topics that will be explored and turned into concrete options to take back with you
              • Self Managed Learning fosters autonomy, personal responsibility and self-reliance
              Training Outline

              A 6 MONTH TRACK (1 SCHEDULED GROUP SESSION PER MONTH), WITH A FOCUS ON PRACTICE AND IMMEDIATE USE

              • Self Managed Learning combines individual and group-based learning, is work-experience based and career relevant
              • In a facilitated group coaching setting, each participant learns how to handle specific leadership challenges, where the shared wisdom of the group is one of the main learning components.
              • After the start-up module (1 day), the group will meet 6 times in a timeframe of 6 months to work on leadership topics they bring on from their own working situation and learn as individuals and as a team while doing so.
              • You elevate your learning experience with an experienced SML Group Coach to maximize the impact
              • Benefit from the double learning loop: learning a new method to reach your personal development goals AND developing your coaching skills asking powerful questions and learn about your own mindsets and thought patterns as you go through the process, which you will benefit from as a leader for the rest of your career
              • Being a member of this small Learning Group, you grow your professional network that you can continue to tap into also after the training

               

              References

              Automotive Industry :  several self managed learning groups facilitated in Belgium and Sweden as part of a dedicated development track for Emerging Leaders