Objectifs :
Discover your natural way of managing others and understand how your personality influences your leadership. Learn to adjust your approach to different people and situations while cultivating an authentic managerial presence. Acquire essential practices for integrating into a research team and for welcoming a new collaborator in a structured and effective manner.

Programme :
Sequence 1 : Introduction and objectives
Content : Presentation of the program and training objectives. Roundtable introductions to gather participants’ expectations, any prior managerial experiences, and situations that PhD students have encountered related to team management. Introduction to the key themes : management style, adapting management to one’s personality and to team members, and preparation for integration into a team.

Sequence 2 : Identifying your management style
Content : Overview of different management styles (e.g., directive, participative, delegative, etc.) and their characteristics. Self-assessment of each participant’s managerial profile using a diagnostic questionnaire. Analysis of the results to identify one’s dominant style, strengths, and areas for improvement. Emphasis on the importance of knowing one’s management style and its impact on the team.

Sequence 3: Aligning your management style with your personality
Content : Exploration of how personal traits influence one’s management approach. Identifying relevant personal traits (e.g., tendency to be task-oriented vs. People-oriented, communication style, level of assertiveness). Reflection on aligning one’s managerial style with one’s personality to adopt an authentic leadership approach.

Discussion of the strengths and limitations tied to one’s personality in à management context (for example, how a more introverted or extroverted profile manages their team).

Sequence 4 : Adapting your management to your team members’ profiles
Content : Principles of adjusting one’s management style according to team members’ profiles and needs. Introduction to the situational leadership model (Hersey-Blanchard) illustrating how to adjust the level of directive vs. Supportive leadership based on a collaborator’s maturity/profile. Identifying various typical team-member profiles PhD students might encounter : à novice requiring close guidance, an experienced autonomous colleague, a fellow PhD student who has lost motivation, etc. Developing appropriate management strategies for each profile (e.g., hands-on mentoring, delegation, coaching) to increase leadership flexibility.

Sequence 5 : Preparing for integration into a team and onboarding a new team member
Content : Best practices for effectively integrating oneself into a new team (e.g., first contacts, observing team culture, being proactive and open in communication). Guidelines to prepare and succeed in welcoming a new team member to one’s group: anticipate logistical aspects (workstation ready, necessary documents), provide a warm welcome and introductions on arrival (welcome email or team meeting)[4], and set up a buddy/mentoring system to guide the newcomer]. Emphasis on regular follow-up during the first weeks (check-in meetings for feedback) to ensure successful integration. Discussion of the particularities of onboarding in an academic context (research labs, university project teams) and sharing of participants’ experiences and insights.

Sequence 6 : Conclusion and action plan
Content : Synthesis of the key learnings from the day (review of essential points about managerial profile, style adaptation, and integration practices). Review of the training objectives to confirm they have been achieved. Participants are invited to articulate an individual action plan : each PhD student identifies two or three concrete actions they intend to implement after the training (e.g., apply a new management approach in their next project or improve how they welcome a future intern).

Pré-requis :
No prerequisites.

Méthode pédagogique :
Case studies and examples are specifically designed around typical doctoral situations such as supervising interns, collaborating in research groups or joining a multidisciplinary team.

The course is open to PhD candidates from all fields and levels of managerial experience

The course relies on active and experiential learning. Participants engage in self-diagnostic exercises, structured discussions, scenario analysis, small-group work and role-play situations. Conceptual inputs are delivered interactively. Participants receive self-assessment tools and a methodological framework. They may contact the trainer after the session through a dedicated channel for follow-up questions.

Compétences acquises à l'issue de la formation :
o Ability to recognise one’s management style and understand its effects.
o Ability to adapt managerial behaviour to personal traits and situational demands.
o Ability to adjust leadership to the profiles and needs of collaborators.
o Ability to facilitate one’s own integration into a team.
o Ability to organise and guide the onboarding of a new member.
o Ability to create a personal action plan for continued progress in management.

Les Compétences et capacités visées à l'issue de la formation (fiches RNCP)

Arrêté du 22 février 2019 définissant les compétences des diplômés du doctorat et inscrivant le doctorat au répertoire national de la certification professionnelle. https://www.legifrance.gouv.fr/loda/id/JORFTEXT000038200990/

Bloc 5 : Formation et diffusion de la culture scientifique et technique

- Rendre compte et communiquer en plusieurs langues des travaux à caractère scientifique et technologique en direction de publics ou publications différents, à l’écrit comme à l’oral

- Enseigner et former des publics diversifiés à des concepts, outils et méthodes avancés

- S’adapter à un public varié pour communiquer et promouvoir des concepts et démarches d’avant-garde

Bloc 6 : Encadrement d’équipes dédiées à des activités de recherche et développement, d’études et prospective

- Animer et coordonner une équipe dans le cadre de taches complexes ou interdisciplinaires

- Repérer les compétences manquantes au sein d’une équipe et participer au recrutement ou à la sollicitation de prestataires

- Construire les démarches nécessaires pour impulser l’esprit d’entrepreneuriat au sein d’une équipe

- Identifier les ressources clés pour une équipe et préparer les évolutions en termes de formation et de développement personnel

- Evaluer le travail des personnes et de l’équipe vis à vis des projets et objectifs

Compétences sociales

- Adaptation ; Persévérance ; Résilience ; Gestion du changement et de l'échec ; Engagement

- Indépendance ; Autonomie ; Esprit d'initiative et prise de décision

La formation participe à l'objectif suivant :préparer le devenir professionnel des doctorants dans le secteur public comme dans le secteur privé