Virtual Managers Development Programme description

Partnership programme

Programme Objectives

Developing the potential of managers’ leadership, with a focus on the theory of growth mindset.

Pedagogical Objectives

Learn effective communication techniques to create a successful team.
Develop critical and practical skills to have skilled conversations, provide timely and effective feedback and coaching to maximise employee potential.

Participant’s Profile

Managers at all levels

Training Location




Duration of the Training and Organisation Modalities

Digital format – Minimum number of participants: 9; maximum number of participants: 30.

Facilitator-led sessions: 1 facilitator per 9 participants.

16 weeks (3 modules of 3 hours). Possibility of adding a 3-hour module

Access Time

At least 11 working days

Training Content

34 modules (themes) to be customised: choice and co-design with each client to ensure that the specific context and needs are met

1. Adaptive planning and organisational skills
Managing dilemmas, developing processes that respond quickly to changing conditions and scenario planning.

2. Alignment of vision and strategy
Creating a clear vision for employees, bringing it to life and linking individual goals to corporate goals.

3. Deconstructing beliefs
Exploring the difference between values and beliefs, using language programming tools to develop new perspectives.

4. Building credibility and inspiring others
Explore the 5 C’s of credibility, building trust, developing strategies to inspire others.

5. Breaking down silos and team-to-team links
Mapping silos within the organisation, exploring how to break down barriers and drive positive politics.

6. Coaching
Structuring conversations using the GROW model, identifying opportunities, benefits and practising with high value questions.

7. Collaboration
Defining collaboration with a view to overcoming the barriers of compromise and conflict, practising using a new language.

8. Constructive conflict
Understanding personal motivations, confrontation management styles, how to overcome them.

9. Constructive feedback
Exploring the differences between reinforcing and developing feedback, working on good intention, creating opportunities for improvement without feeling like a reprimand.

10. Creating a culture of commitment
Creating a psychologically safe environment for self-expression.

11. Creating a team spirit
Explore the stages of team performance, evaluate team performance and use a set of tools based on stimulating team performance.

12. Creativity, innovation and transformation
Use a simple but highly effective toolkit that addresses each stage of creativity, innovation and transformation for sustainable change.

13. Managing ambiguity
Exploring how to cope with change, shift gears comfortably, decide and act without necessarily seeing the big picture and manage risk and uncertainty, participants learn and practice adaptability and agility.

14. Decision-making
Assessing how decisions are made, how and where time is often wasted due to a lack of decision making, participants learn improved techniques and tips for executing plans consistently and effectively in a context of constant change and high uncertainty.

15. Delegation and accountability
Understanding situational leadership, identifying the task versus the person and using a delegation model that creates ownership and accountability.

16. Developing a growth mindset
Assessing beliefs, using tools to develop/reinforce an open mindset and establishing strategies to be used and practiced deliberately to improve.

17. Emotional intelligence
Using an emotional quotient assessment tool that allows the level of emotional response to be compared to the rational response in a variety of scenarios to help create a more balanced approach in a volatile or complex situation.

18. Engaging and motivating a diverse team
Explore the drivers of ownership and motivation, create behaviours around inclusion and assess the multiple components of diversity within the organisation and team.

19. Improve listening and coaching skills
Use a combination of exercises and tools to uncover biases that inhibit our ability to listen without making assumptions and/or creating limiting beliefs when coaching others.

20. Enhancing resilience in ourselves and others
Using a set of techniques in situations where there is little or no control over the event, participants through a series of cognitive bias exercises experience how their internal response, how they feel or what they do, changes the outcome.

21. Inclusion and diversity in multiple spheres
Explore a number of spheres around diversity while fundamentally examining how leaders create inclusion within and across teams using networking principles to ensure a broader and deeper perspective is taken.

22. Influencing others
Learn to differentiate between persuasion, influence and manipulation. Learn integrated leadership techniques used to create ownership and accountability.

23. Leading and managing cross-culturally, multinationally and remotely
Use a cultural quotient assessment exercise, observe how different groups function and create an action plan to address leadership, teamwork and communication challenges to create a safe and inclusive approach to increasing performance outside of traditional work patterns.

24. Leading change
Exploring the VUCA world and the impact of change in an organisation, the change response curve and Kotters model for organisational change.

25. Leading high performance teams
Compare the outcome of an ordinary work group to a high performing team – attributes, processes, behaviours and ways of working.

26. Managing and measuring performance
Set goals, develop SMART goals, create performance plans linked to the company’s vision, mission and strategic goals.

27. Managing organisational policy
Understand how organisational politics has a role to play in the organisation, and how to separate ego, selfish behaviours from enhancing turf wars, freeing individuals to manage politics in a healthy way.

28. Managing oneself through change
Exploring in depth a change situation – how to accelerate the change curve and create strategies that focus on language and behaviours of an open mindset to become more resourceful and sustain change.

29. Mastering your motivation
Assess motivational needs, empowerment drivers and stress coping strategies that support transitions in times of ambiguity, uncertainty and volatility.

30. Networking and stakeholder mapping
Identify, build and strengthen networks for problem solving, career advancement and collaboration, using tools that help identify mutual benefits for self, teams and the organisation.

31. Problem solving
Using a set of tools and processes that focus on the root cause of the problem, helping participants generate options for testing hypotheses and optimising resolution, including monitoring and capturing data for continuous improvement.

32. Skillful Conversations
Appreciate how to observe, listen beyond what is heard and use high-value questions and answers, balance advocacy and enquiry to create a real dialogue, break down myths about how and when to give feedback.

33. Eloquence
Explore the art and technique of eloquence as a leadership tool. Inspiring and engaging others, bringing the vision to life and aligning others to achieve goals beyond their current limitations.

34. Topgrading: recruiting, deploying, developing and retaining players
Understanding the player methodology, interview skills and process and applying unconscious bias.

Professors’ Profile

Christina Pritchard: Coach, Meta-Lucid
Team of coaches, Meta-Lucid

Profile available on our website

Used Pedagogical Methods and Technical Means

  • Typically, zoom technology is used and a full range of features to fully engage participants in focus groups, polls, annotation tools, chat, whiteboard, role-playing and help calls.
  • Participants are filmed throughout the sessions and facilitators create a fluid approach using virtual backgrounds as well as physical backgrounds, e.g. using large boards.
  • Pedagogical distribution: 50% practical input, 50% theoretical input

Evaluation Methods

Ongoing observation

Public rate

Please contact us

Pedagogical Referent

Resp. Academic Management

Director Programme Development;

Access to training for people with disabilities

Our training courses comply with the requirements for accessibility to the premises for people with disabilities. If necessary, please consult our disability advisor Corinne Delplanque,