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Teamwork: Building Trust Within and Beyond the Team

Overview: Teamwork Seminar In this course, participants will understand how to develop a high performance team, how their leadership style impacts on others, and positions your people so that they can cope effectively with change and deliver tangible results. To be truly effective, the team manager needs to be truly self aware and aware of others and their unique behaviours. The team will be analyzed from a number of perspectives

The Benefits

  • Typical results at work include:
  • Effective communication of the vision that will instigate changes to be made in the organisation
  • A proactive approach towards change
  • Clarity of setting objectives and appropriate KPI measures
  • Team communication based on a culture of trust and honesty
  • Improved motivation
  • Enhanced team working

Learning Outcomes

  • During this two day program participants:
  • Understand high performance teams, how they are constituted and how people operate in a team
  • deliver results through setting demanding yet attainable goals and continually managing and measuring people’s
  • performance
  • build sustainable teams as they move along the maturity spectrum
  • give developmental feedback to allow direct reports to grow and perform at their best
  • lead and support people through change to enable them to transition successfully into new ways of working
  • communicate openly and transparently, continually monitoring their impact and adapting their behaviour

The Delegates

  • Recently appointed Team leaders
  • Team leaders keen to further their management skills
  • Department or Functional managers

Course Outline

Module 1 – Building a Team that Excels Using the research of Jon Katzenbach and his team, the participants consider what differentiates a good team from a high performing one.

  • A high performance mindset  –  Katzenbach and Smith
  • What does performance mean to you and your team?
  • Contracting with the team: the performance management relationship

Module 2 – Building a Team that Excels

  • The Viking Attack
  • Heron’s Six Interventions Styles

Module 3 – Social Styles A critical piece of research based on Karl Jung’s work, this model opens up ideas about how to communicate with others. Flexibility in this area will increase success in working with others and styling communication to influ-ence them more effectively

  • Driver, Analytic, Expressive, Amiables
  • Behaviours, Motivations, Influencers

Module 4 – Belbin Team Styles

  • Team Styles Questionnaire
  • Project – Pirates
  • Review of building team capability

Module 5 -  Delivering Results that Inspire: Setting inspi-rational goals A key component of performance management is the setting and revising of goals through the year. Many managers seek only to satisfy their bosses with uninspiring but deliverable goals. This mod-ule invites participants to think more deeply about the work they delegate to ensure that they inspire their people to perform beyond the standard.

  • Alignment with the vision
  • Setting the goals that deliver that vision
  • Exercise: Business alignment template
  • Using the SMARTER formula
  • Chunking your goals  -  stepping up and step-ping down

Module 6 -  Developing People to Achieve: effective feedback conversations Many new leaders are uncomfortable with providing regular feedback on their team’s per-formance, and yet, how do we help our direct reports to constantly improve unless we set chal-lenging goals and give them regular praise and supportive feedback. Participants will use the project to give feedback in a positive way and help create a positive environment in which feed-back is seen as a helpful process not a critical pro-cess.

  • Project: The China Syndrome
  • Exercise: Committing to a critical conversation you need to have

Module 7 – Making Positive Change Today, every first line manager is faced with con-stant change  –  some small and some significant. Supervisors must be able to help themselves and others through the stages of change. This module looks at the Kotter model for making change hap-pen and the Kubler Ross/Graves model of helping each person in the team through the emotional roller-coaster that comes with change.

  • Project: Changing Circumstances
  • Supporting and leading people through change
  • The Kotter Eight Stage Model
  • Kubler Ross/Graves: Emotional response to change
  • Motivating staff to move forward
  • Options for leading people through transition

Module 8 – Action Planning There is no value in learning until it is applied in the work place. This module encourages participants to reflect on the learning and what can be practically applied in their working environment, what needs further discussion with their boss and what can be done to create a more positive environment for their team.

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