Manage Teams – A4ManagementTools

A4005.TeamGoalsAndPriorities

This tool enables the team to set significant goals and outcomes, establish the right priorities, and coordinate effectively.

...

Key Results	Solved Problems
Setting goals and priorities and synchronizing the team	Interpretable goals
Developing a shared strategy	Arbitrary assignment of priorities (not coordinated)
Highlighting activities that generate value	Feeling of having to prioritize urgent activities
Excluding uncoordinated initiatives	Prolonged periods of stress
Dedicating time to what is essential	Tendency to procrastinate
Ensuring focus on the important rather than the urgent	Tendency to be distracted from one’s goals
	Allowing others to use our resources

A4014.MagnaCarta

This tool allows to compile, together with staff members, a list of codes of conduct, principles to be observed, goals to be achieved, limits to be respected and values to be promoted.

...

Key Results	Solved Problems
Formalizing the common value heritage	Superficial knowledge of the organization’s values and principles
Making collaborators responsible and proud of their contribution	Tendency, as a leader, not to openly declare the desired behaviors and those to avoid
Demonstrating respectful and assertive leadership	Assuming the commitment, motivation, and dedication of collaborators
Listing values and referring to them daily	Tolerating inappropriate behaviors (of some collaborators)
Inviting collaborators to value generation (avoiding superfluous activities)
Instilling confidence in collaborators about their abilities and the team
Promoting a sense of belonging to the organization
Encouraging collaborators to adopt a positive approach

A4021.StrengthsBasedLeadership

This tool allows employees' self-assessment to be aligned with that of their manager regarding more than 30 leadership competencies, ensuring that the team as a whole possesses all core competencies.

...

Key Results	Solved Problems
Leading by valuing collaborators’ talents	Unused collaborators’ talents
Recognizing your own distinctive skills and those of collaborators	Employees’ potential not fully exploited
Equally distributing key competencies within the team	Necessary skills concentrated in a few team members
Motivating collaborators by investing in their strengths (rather than demotivating them by trying to fill their weaknesses)	Fluctuating motivation and enthusiasm
Acknowledging each collaborator’s competencies	Feeling of inadequacy among some team members
Building trust among collaborators and towards them

A4071.HumanCapitalReadiness

This tool helps to outline the knowledge, skills, and attitudes required for each professional profile and to guide collaborators

...

Key Results	Solved Problems
Defining specific requirements for each professional profile	Absence of defined requirements
Outlining necessary knowledge, skills, and attitudes	Absence of a skills database
Evaluating requirement fulfillment	Untapped human potential
Identifying gaps and planning improvement	Lack of a skills development plan for each role
Attracting talents aligned with company needs	Difficulty in drafting development plans
Isolating unsuitable profiles	Insufficient incentives for role-specific specialization
Updating the available skills database	Risk of selecting inadequate profiles

A4033.360PerformanceReview

This tool allows you to self-assess your leadership profile, enrich it with feedback from co-workers and superior, and map out an action plan (drawing on multiple suggestions).

...

Key Results	Solved Problems
Evaluating your profile 360 degrees to discover new opportunities	Need to stimulate the development of managers
Comparing your self-image with others’ perceptions	Sporadic and informal feedback to executives
Allowing collaborators to express their needs in a balanced way	Limited trust in leaders (due to lack of opportunities to express needs)
Renewing the bond between collaborator and leader, building trust	Absence of comparison between self-perception and that of co-workers
Defining a continuous improvement strategy	Lack of a plan for developing the leader-collaborator dynamic
Making collaborators feel supported and ready to overcome obstacles
Resolving tensions between colleagues and with partners
Deeply evaluating competencies, performance, and leadership potential

A4017.HR-DevelopmentPlan

This tool allows for the planning of employee development as well as documenting available skills.

...

Key Results	Solved Problems
Surveying training needs	Partial view of the personnel evolution project
Having a comprehensive corporate training program	Limited time planning
Generating convocations with educational objectives	Heterogeneous business management methodologies
Organizing practical sessions (follow-up)	Considerable administrative commitment
Planning learning audits (audits, tests, evacuation tests, etc)	Obstacles in recording needs and training results
Managing budgets and reporting	Exceeding budgets
Maintaining a file for each collaborator

A4006.CourseKnowledgeTransfer

This tool stimulates participants to synthesize key concepts from training, plan their operational transfer, and disseminate the acquired knowledge among colleagues.

...

Key Results	Solved Problems
Ensuring the transfer of knowledge and its sharing with the team	Difficulties in detecting the impact of training on company results
Spurring participants towards achievable results	Ineffectiveness in taking notes
Designing and evaluating training based on practical applicability	Lack of systematic sharing of learned notions
Optimizing the transfer of knowledge to participants	Poor implementation of educational concepts in the company
Ensuring the immediate applicability of learned concepts	Weak call to action
Consulting topics covered in previous training sessions
Transferring acquired know-how to the organization
Making course participants more attentive and aware of their role

A4030.AttitudesDevelopment

This tool offers inspiration from over 500 skills, categorized by competency groups, to discover new areas of growth both individually and in a group.

...

Key Results	Solved Problems
Encouraging personal development by tapping into over 500 skills	Tendency not to recognize skills to develop
Consciously selecting qualities to improve	Tendency to stick to habitual methods
Exploring new areas of recognition	Limited ideas on how to evolve
Discovering unexplored opportunities	Complacency in current skills
Defining new goals	Minimization of one’s growth potential
Encouraging collaborators to maintain curiosity

A4045.LessonLearned

This tool facilitates the immediate application of acquired knowledge to achieve new milestones.

...

Key Results	Solved Problems
Implementing lessons learned to achieve new results	Risk of forgetting lessons before they become consolidated habits
Noting what you intend to implement	Losing the opportunity to exploit evolutionary techniques
Defining the coveted results of a training	Accepting that the knowledge transfer of meetings / training is limited to 15-20%
Immediately applying what has been learned	Equating listening to a topic with its memorization and application
Encouraging collaborators to recognize elements that favor skill development	Tendency to “wait for” rather than “seek out” opportunities for growth
Keeping training sessions below cognitive saturation threshold	Passive approach of students
Promoting the integration of knowledge into company assets

A4075.VisualActionPlan

This tool allows the graphical visualization of one's action plan and to communicate it clearly.

...

Key Results	Solved Problems
Visualizing your action plan graphically	Difficulty in establishing the time needed to complete activities
Establishing a visual sequence of execution	Challenges in managing work peaks
Balancing resource utilization	Failure to identify critical paths and workload peaks
Incorporating Work Breakdown Structure (WBS) into an overall vision	Late planning
Coordinating activities and defining interdependencies	Absence of an overall vision
Calculating the resources required at each stage	Difficulty in monitoring work progress at a glance
Detecting inconsistencies early on

A4055.OnboardingTimeReducer

This tool allows the creation of a protocol (based on over 150 suggested activities) to engage new employees and facilitate their integration both operationally and relationally.

...

Key Results	Solved Problems
Facilitating new collaborators’ onboarding	Prolonged onboarding periods for new collaborators
Creating enthusiasm and engagement among new hires	Manual or disorganized onboarding process
Having a clear and reusable action plan	Significant time investment required from the new hire’s mentor
Organizing the new staff welcome plan (from -3 months to the first day)	Absence of a standardized procedure
Establishing the new staff orientation plan (from the first day to the first month)	Low inclusive culture and engagement
Planning the probation period (from 1 month to over 1 year)
Attracting talent and aligning them with the company’s philosophy
Automating the onboarding procedure

A4059.EmployeeWarning

This tool allows superiors to implement an inclusive corrective plan, stop inappropriate behaviors, and, as a last resort, terminate the employment relationship.

...

Key Results	Solved Problems
Implementing the corrective process of collaboration, admonishment, and contract termination	Human-relational level conflicts
Redirecting collaborators to their role and responsibilities	Exploitation of generosity
Reactivating the attention of passive or wait-and-see contributors	Disobedience
Supporting professional and behavioral rehabilitation	Errors due to negligence
Implementing established company rules and demonstrating consistency	Inappropriate behaviors, lack of respect, provocations
Documenting what has been decided and avoiding deviations	Excessive draining of energy and constant need for corrective action
Sending a signal to collaborators not directly involved
As a last resort: convincing collaborators to terminate the employment relationship

A4065.TeamAttitudeScreening

This tool enables the analysis of the relational profile of group members and encourages them to unite so that each can express their potential while respecting others.

...

Key Results	Solved Problems
Evaluating team members’ relational profiles and setting development goals	Challenges in managing team members with distinct personalities and needs
Recognizing team members’ spontaneous character	Conflicts, even subtle, among team members
Encouraging each personality’s strengths	Issues implementing corrective actions for inappropriate behaviors
Mitigating unproductive behaviors (by setting specific goals)	Cases of bullying or discomfort among some members
Increasing team members’ sense of well-being and inclusion	Absenteeism related to relational discomfort
	Poor sense of belonging
	Poor mutual support
	Presence of unreliable and uncooperative team members

A4088.CourseAgendaPlanner

This tool assists in organizing training sessions, meetings, or presentations in a comprehensive and engaging manner.

...

Key Results	Solved Problems
Designing an effective training, coaching, moderation session	Lack of definition of educational objectives
Clearly establishing educational objectives	Low participant ratings of sessions
Developing content and support materials	Difficulty in transferring key content
Documenting sessions for future reference	Loss of participants’ attention (difficulty in contextualizing content)
Integrating continuous improvement	Insufficient stimulus to action
Facilitating knowledge transfer to participants and among trainers
Reducing preparation times
Delegating a session in case of absence

A4001.Feedback

This tool allows offering feedback to collaborators and partners, acknowledging merits, identifying areas of improvement, and monitoring the effectiveness of corrective actions.

...

Key Results	Solved Problems
Sharing constructive feedback that serves as motivation	Absent or occasional recognition of merits
Expressing appreciation to collaborators and partners	Limited use of feedback as an incentive
Encouraging collaborators to realize their potential	Tolerance of negative behaviors
Strengthening relationships between managers and employees, clients, suppliers, and colleagues	Reluctance to implement corrective actions
Documenting your commitment to supporting professional growth	Authoritarian tendencies and inappropriate behaviors
Objectifying corrective actions with a fact- and data-based approach	Lack of communication of expectations as superior
Managing inappropriate behaviors (ensuring patience is not perceived as acceptance)
As a last resort: terminating the employment relationship following proper management procedures (after exploring all possible alternatives)