Leadership et Management des Équipes
Leadership et Management des Équipes
Walid Bergaoui
Leadership and Team Management
Leading a team isn't about holding a position: it's about inspiring a direction. You may already carry responsibility for a group, or you may be about to take that step — and you sense that the authority of a title isn't enough. This program gives you what truly makes the difference: the mindset, the reflexes and the tools of a leader who knows how to set the course, grow their people and deliver results without burning out or wearing down their team. You won't learn yet another theory: you'll build your own management style, owned and effective.
The approach is decidedly hands-on and grounded in the reality of Tunisian and international organizations. You start by understanding the difference between a manager and a leader, by identifying your natural style and by adapting your stance to each person's level of maturity. You then learn to communicate in a way that earns followership: giving feedback that drives progress, leading a difficult conversation, delegating without losing control and motivating profiles that have nothing in common. You equip your performance management — clear objectives, follow-up, reviews — and you learn to turn tensions and resistance to change into collective energy. Real case studies, role-plays and personalized action plans pace every session so that ideas become lasting habits.
By the end of the program, you walk away with a more aligned, more autonomous and more engaged team — and with a manager's toolkit you can put to use the very next Monday. You'll know how to arbitrate, refocus, unite and decide with composure, even amid uncertainty. Because the best manager isn't the one who does everything alone: it's the one who brings out the best in each person and makes the collective a force greater than the sum of its talents.
What you walk away with
Far more than notes: a true management kit ready to use.
Your leadership style clarified — a diagnostic of your strengths and your stance, and a plan to assert them.
Ready-to-use tools — feedback grids, interview templates, a delegation matrix and an objectives tracking dashboard.
A personalized action plan — concrete commitments to apply with your team as soon as you return to work.
The confidence of a decision-maker — the ability to arbitrate, refocus and unite with composure, even under pressure.
Program — 12 sessions of 1 hour
A progressive journey that starts with your leadership stance, equips you to communicate and engage, then to drive performance and unite your team through change. Each session combines a key insight, a role-play and a tool to take away.
Module 1 — Becoming a leader: stance and fundamentals (sessions 1-3)
1. Manager or leader? — the roles of the manager, the difference between the authority of a title and leadership, and what a team really expects from its manager.
2. Know your management style — a self-diagnostic of your strengths, from directive to delegative styles, and the art of adapting your stance to each person's level of maturity.
3. Establishing your legitimacy and confidence — leading by example, consistency and trust: setting a clear framework and earning respect without ruling through fear.
Module 2 — Communicating to mobilize (sessions 4-6)
4. Communicating to earn followership — active listening, message clarity, nonviolent communication and conveying an instruction that will actually be carried out.
5. Feedback that drives progress — praising with impact, refocusing with respect and leading a difficult conversation without damaging the relationship.
6. Running meetings and one-on-ones — short, useful meetings, and regular one-on-ones that sustain engagement.
Module 3 — Driving team performance (sessions 7-9)
7. Setting objectives and tracking results — clear, measurable objectives, simple indicators and a tracking dashboard to steer without micromanaging.
8. Delegating and empowering — the delegation matrix: what to hand off, to whom, with what level of autonomy and control, to help each person grow.
9. Motivating and engaging for the long term — motivation levers, recognition, meaning at work and adapting to different profiles and generations.
Module 4 — Uniting, managing tensions and change (sessions 10-12)
10. Building team cohesion — moving from a group of individuals to a collective: trust, team spirit and collective intelligence.
11. Managing conflicts and tensions — spotting weak signals, defusing a conflict and turning disagreements into shared decisions.
12. Leading change and deciding — supporting resistance, bringing the team along through transformation and deciding calmly amid uncertainty. Wrap-up and personal action plan.
Reactions & comments
No comments yet.
Log in to comment.