Employers
First-line management, the one rarely prepared for
You promote the best technician and ask them to arbitrate. The step is steep, and it is climbed with four moves repeated until they become natural. The catalogue then extends into 17 manager titles and 17 executive titles.
Four moves, and nothing more
Management is learned through repeated moves, not through models. Training covering twelve installs none; four moves practised in situation become reflexes, and those are what remain three months later.
Setting a checkable expectation
« The report by Friday noon, with the three indicators » is an expectation. It can be checked, so it holds.
Holding a short, regular check-in
Fifteen minutes every fortnight beat an annual review where everything surfaces at once.
Addressing a gap early
A gap flagged once gets corrected. The same gap raised six months later takes an entirely different effort.
Recognising precisely
Naming what was done well, and why. It is the only form of recognition that gets repeated.
Management and executive programmes
Four formats for four situations: taking over a project, holding several sites, structuring an executive function, revisiting management fundamentals. Durations range from short format to long programme, and amounts are published.
| Programme | What is awarded | Duration | Supervised hours | Fees |
|---|---|---|---|---|
| Project Management Certificate | Professional certificate | 6 months | 180 h | 2 900 000 GNF in total |
| Certificate in Leading Distributed Teams | Professional certificate | 4 months | 120 h | 2 800 000 GNF in total |
| Management and Project Management programme — Bac+5 level | Master's degree | 2 years | 1200 h | 6 500 000 GNF per year |
| Business Management programme — Bac+3 level | Bachelor's degree | 3 years | 1800 h | 4 800 000 GNF per year |
From manager to executive, the next step
The catalogue distinguishes levels by the RESPONSIBILITY exercised, not by seniority: 17 titles match running a team and a budget, 17 match responsibility for a whole perimeter. It is the grid an executive recognises at once in their own organisation chart.
| Professional title | Target role | Level | Supervised hours |
|---|---|---|---|
| Business Unit Manager | branch manager, profit centre manager | Manager and professional | 800 h |
| Industrial Operations Director | site or operations director | Expert and executive | 700 h |
| SME Chief Executive | owner-manager, SME chief executive | Expert and executive | 700 h |
What gets measured three months later
A management pathway is judged on observable behaviour, measured in your own tools. Here are the four we look at with you, measurable equally before and after.
- How many team check-ins actually took place, against how many were planned
- The average delay between spotting a gap and the conversation that addresses it
- The share of expectations set out in writing and verifiable
- How many issues went up for a decision, and how quickly they came back
Questions from human resources
Should managers be trained in a group or individually?
In a group, and preferably among peers at the same level of responsibility. The four moves are practised through scenarios, which requires cases brought by the participants themselves. A manager who hears a peer describe the same difficulty progresses faster than in a one-to-one session.
What if the difficulty comes from the organisation?
The pathway surfaces that distinction very quickly, and it is one of its benefits. A lack of resources, contradictory objectives or a pending decision belong to leadership: the pathway teaches the manager to qualify them, document them and escalate them to the right level, which is the useful answer.
Is there something here for a small-business owner?
Yes, and the catalogue devotes a dedicated title to it at the highest level. The content covers what decides in a small organisation: cash, hiring, delegation, compliance. A format compatible with a job is here the condition for the pathway to exist at all, not a comfort.
Explore next
- Upskilling a departmentUpskilling a whole department: reading by level of responsibility, parallel pathways, a full worked example on a support function and a shared calendar.
- Skills-based hiringSkills-based hiring: writing an ad on verifiable blocks, assessing through practical exercises, verifying a certificate online and training on the remaining gap.
- Validating experienceRunning a validation-of-experience campaign for your staff: block-by-block review, evidence file, remaining blocks and a calendar compatible with the job.
- Internal mobilityOrganising internal mobility and redeployment: bridges between roles, common blocks already held, a pathway targeted on the gap and a calendar compatible with the current job.
- Internal tutoringStructuring internal tutoring: training the tutors, writing a transmission outline, producing sequences from practice and recording what was passed on.
- Apprentices and internsHosting apprentices and interns: a real assignment, a named tutor, a rhythm compatible with study, shared tracking and a prepared hiring outlook.