Topic outline

  • Orchestrating Team Performance – Fundamentals

    This course provides a fundamental knowledge on orchestrating team performance for managers, supervisors and other technical staff whose job involves building teams as well as working in teams. This includes level 3 and level 2 (senior Level & junior level) employees.

    Orchestrating Team Performance – Fundamentals

    • Training Methodology & Objectives

      Training Methodology

      This Trainee-centered course includes the following training methodologies:-

      • Talking presentation Slides (PPT with audio)
      • Simulation & Animation
      • Exercises
      • Videos
      • Case Studies
      • Gamification (learning through games)
      • Quizzes, Pre-test & Post-test

      Course Objectives

      After completing the course, the employee will:-

      Apply and again a basic knowledge on orchestrating team performance Understand the Phases of Team Development and discover how a group of individuals can evolve into a synergistic team and learn specific behaviours necessary to advance to each level
      Understand Tri-dimensional Model of Team DevelopmentTM an award-winning model that identifies nine criteria core for team success Understand the Team Development Report including the diagnostic profile evaluates current performance and guides teams in choosing further development options
      Learn a comprehensive approach in self-diagnosis and issue correction Be able to explore obstacles to team productivity
      Be able to enhance team processes and methods Carryout teamwork and personal styles as well as discuss the concept of synergy
      Build a high-performing team, assign serious team goals, encourage informal teams, cross-train employees and provide team resources Discuss the characteristics of high-performance teams and illustrate the life cycle of a team
      Select the right team for a project, recruit the best members for your team and identify the ten ways to empower followers Listen intently, believe in your employees, forgive mistakes, provide growth paths, praise efforts, ask powerful questions, give employees time, set your own ego aside and building consensus
      Explain the principles of consensus decision making and identify the five requirements of consensus decision-making Ask useful questions for team building, sustain team effectiveness and discuss the 17 laws of great teamwork
      Describe the 9 Belbin team roles, identify disc behavioral tool and implement high performance team building processes Assess team performance and identify effective team communication and behavior, types of business conversation and 7 C’s of communication
      Apply the top ten tips for good interpersonal communication skills and discuss the elements and basic model of communication Develop and maintain open channels of communication, overcome communication barriers, develop active listening skills and apply various ways to increase effectiveness of your communication
      Describe the three steps of the situational leadership model, the 4 main components of a system model of change and the 10 reasons why employees resist change Recognize the 6 strategies for overcoming resistance to change and the 15 guiding principles for better change

      • Course Description

        We live in a global society that uses teams to create wealth, market share, customer service, competitive advantage, and other markers of organizational success. Teams provide the social “glue” in organizations that melds together people, processes, and technologies to produce services or products. 

        Organizations cannot function without teams; however, teams must be designed properly to fit organizational cultures and they must be managed properly, a topic that has consumed countless management theorists over the years. 

        Organizations need teams to produce creative products, just as artists need the tools of their work. There may be a science to orchestrating team collaboration, but there also is an art. Artists often cannot predict the outcomes of their creative endeavors any more than managers can predict outcomes of their team challenges.

        Management “science” is necessary and contributes practical theories for teams to work better together. A more balanced approach, however, might blend science with art and magnify team effectiveness.

        Orchestrating the performance of team members to collaborate together represents an art form itself. Team leaders can be viewed as “conductors” who must facilitate individuals producing an optimal “composition” for every tasks. However, team leaders and facilitators shall not orchestrate teams the way we often view musical conductors orchestrating symphonies.

        Orchestrating team performance helps teams develop optimum levels of performance. It provides a team with a comprehensive approach for diagnosing and improving current team performance. Teams gain experience in taking appropriate actions to improve in each of the key areas required for team success.
        Participants utilize the Team Development Report, a feedback instrument completed by team members and the team leader. The report details current strengths and weaknesses in each of the essential development areas as well as information on the team leadership structure and levels of trust within the team. The feedback report provides the team leader with critical information on the health of his/her team and be used to pinpoint problem areas of team performance for further development.

        Based on an award-winning Tri-Dimensional Team Performance Model, participants will develop a strong understanding of team fundamentals and will learn specific applications in the following nine areas: -

        • Creating Focus & Building Commitment

        • Assessing & Developing Team Skills

        • Change Management - Opportunity Analysis

        • Defining Team Norms

        • Improving Communications – Managing Conflict

        • Developing Rewards and Recognition

        • Creating Team Operating Procedures

        • Integrating New Team Members

        • Evaluating Team and Individual Performance 

        This E-Learning course is designed to provide participants with an up-to-date overview on orchestrating team performance. It covers the teamwork and personal styles; the concept of synergy; building a high-performing team; assigning serious team goals; encouraging informal teams; cross-training employees; and providing team resources; the characteristics of high-performance teams and the life cycle of a team; the characteristics of high-performance teams; selecting the right team for a project; recruiting the best members for your team; the ten ways to empower followers; listening intently, believing in your employees, forgiving mistakes, providing growth paths, praising efforts, asking powerful questions, giving employees time, setting your own ego aside and building consensus; the principles of consensus decision making; and the five requirements of consensus decision-making
        During this interactive course, participants will learn the useful questions for team building; how to sustain team effectiveness; the 17 laws of great teamwork; the 9 Belbin team roles; the disc behavioral tool and high performance team building processes; assessing team performance; the effective team communication and behavior; the types of business conversation and 7 C’s of communication; the top ten tips for good interpersonal communication skills; the elements and basic model of communication; developing and maintaining open channels of communication; overcoming communication barriers; developing active listening skills; the various ways to increase effectiveness of your communication; the three steps of the situational leadership model; the 4 main components of a system model of change; the 10 reasons why employees resist change; the 6 strategies for overcoming resistance to change; and the 15 guiding principles for better change.

        • Module 01 - Teamwork Definition & Personal Styles

          Contents:
            • Orchestrating Team Performance – Fundamentals
            • Course Objectives
            • Introduction
            • Teamwork Definition & Personal Styles
            • Team
            • The Concept of Synergy
            • Managers and Consultants are Responsible for Building Teams
            • Team Members must Subordinate their Self-Interests for the Good of the Team
            • Teambuilding Means Taking Time Away from “Real Work’ at Offsite Event
            • A Team that Starts on the Right Track Stays on the Right Track
            • Let’s Choose a Leader
            • We Don’t Need to Meet
            • Let’s Jump in and Stop Wasting Time
            • We are One Big Happy Family
            • If you Don’t Participate, That’s your Problem
            • Teams are Generally Harmonious People Who Compromise Their Needs for the Sake of the Team
            • Team Conflict is Unhealthy
            • Most People Like Teamwork
            • Senior Managers Encourage Teamwork
            • It’s Good to Mix it Up
            • Bigger is Better
            • Face-to-Face Interaction is Old-Fashioned
            • It All Depends on the Leader
            • Teams Always Perform Better than Individuals
            • Corporations are Team-Oriented
            • Effective Teamwork is Common in Most Organizations
            • Case Study # 1 Executive Coaching - Career Transition
            • Senior Executive in Communications Industry
            • Aims
            • Action
            • Outcome
            • Build a Tower, build a team – Video
            • Module Quiz

          • Module 02 - Building a High-Performing Team

            Contents:
              • Building a Culture of Teaming
              • What Is a High-Performing Team
              • Performance — The Results Meet or Exceed Stakeholder Expectations
              • Experience — The Team’s Members Are Satisfied with Being Part of The Team
              • Learning — Individuals Learn New Skills From Working in the Team
              • Building a Culture of Teaming
              • What Is a High-Performing Team
              • Performance — The Results Meet or Exceed Stakeholder Expectations
              • Experience — The Team’s Members Are Satisfied with Being Part of The Team
              • Learning — Individuals Learn New Skills From Working in the Team
              • Senior Manager in Public Service
              • Video: Creating High-performing Project Teams
              • Module Quiz

            • Module 03 - Life Cycle of a Team

              Contents:
                • Sponsored Project Lifecycle
                • Launching a Team
                • How to do a Team Launch in Four Easy Steps:
                • Diagnosing a Team
                • When is a Team Building Session Needed?
                • Maintaining A Team
                • How can you Select the Right Team for a Project?
                • Team Size
                • Overall Team Composition
                • Team Member Selection and Exclusion Criteria
                • How to Recruit the Best Members for your Team?
                • 4 C's of a Great Team Member - Video
                • Ten Ways to Empower Followers
                • Give Employees Generous Boundaries
                • Listen Intently
                • Believe in Your Employees
                • Forgive Mistakes
                • Provide Growth Paths
                • Praise Effort
                • Ask Powerful Questions
                • Earn Trust
                • Give Employees Time
                • Set Your Own Ego Aside
                • Building Consensus
                • Methods That Help Teams Reach Consensus
                • The Principles of Consensus Decision Making
                • There are Five Requirements of Consensus Decision- Making
                • Understand the Benefits of Using a Consensus Process
                • Decide How Your Group Will Finalize A Decision
                • Common Decision Rules
                • Consensus
                • Case Study #3 Executive Coaching - Effective Leadership Style
                • Strategic Programmes Director in a Global Publishing Company
                • Video - Guidelines for Making Decisions by Consensus
                • Module Quiz

              • Module 04 - Team Dynamics

                Contents:
                  • The Life Cycle of a Team
                  • Characteristics of Each Stage
                  • How to Begin Team Building?
                  • Useful Questions for Team Building
                  • Team Values and Norms
                  • Examples of Written Norms
                  • Listen
                  • Talk
                  • Meetings
                  • How to Sustain Team Effectiveness?
                  • Why Teams Fail?
                  • 1. External Barriers to Teamwork
                  • 2. Internal Barriers to Teamwork
                  • 3. Groupthink
                  • How The Groupthink Can Be Avoided or Minimized?
                  • Video - Groupthink - A short Introduction
                  • Case Study #4 Executive Coaching - Impact and Influence on Stakeholders
                  • Senior Manager in a Transportation Engineering Company
                  • Aims
                  • Action
                  • Outcome
                  • Module Quiz

                • Module 05 - Team Fundamentals: The 17 Laws of Great Teamwork

                  Contents:
                    • The Life Cycle of a Team
                    • The 17 Indisputable Laws of Teamwork - Video
                    • Law 1: The Law of Significance
                    • Law 2: The Law of the Big Picture
                    • Law 3: The Law of the Niche
                    • Law 4: The Law of Mount Everest
                    • Law 5: The Law of the Chain
                    • Law 6: The Law of the Catalyst
                    • Law 7: The Law of the Compass
                    • Law 8: The Law of the Sad Apple
                    • Law 9: The Law of Countability
                    • Law 10: The Law of the Price Tag
                    • Law 11: The Law of the Scoreboard
                    • Law 12: The Law of the Bench
                    • Law 13: The Law of Identity
                    • Law 14: The Law of Communication
                    • Law 15: The Law of the Edge
                    • Law 16: The Law of High Morale
                    • Law 17: The Law of Dividends
                    • Team work pays off - Funny Compilation - Video
                    • Case Study #5 Executive Coaching - Impact and Presence
                    • High Potential Executive in a Global Investment Bank
                    • Aims
                    • Action
                    • Outcome
                    • Module Quiz

                  • Module 06 - Team Fundamentals: Teamwork & Personal Styles

                    Contents:
                      • The Life Cycle of a Team
                      • What is a Belbin Team Role?
                      • The 9 Belbin Team Roles
                      • The Nine Team Roles
                      • Overview of the DISC Behavioral Tool
                      • DiSC Profiles Help You and Your Team
                      • What Does DiSC Stand for? What do the Letters Mean?
                      • Goals
                      • Influence
                      • A Person with an i Style
                      • Steadiness
                      • Conscientiousness
                      • High Performance Team Building Process Assessing Team Performance The Belbin Type Indicator & The Belbin 9 Team Roles
                      • Belbin Team Roles and Descriptions
                      • Video: DISC Personality Profile
                      • Case Study #6 Executive Coaching - Improved Influencing Skills
                      • Senior Executive in a Major Technology Corporate
                      • Aims
                      • Action
                      • Outcome
                      • Module Quiz

                    • Module 07 - Team Fundamentals: Identifying Effective Team Communication & Behavior

                      Contents:
                        • How do People Make Sense of the World?
                        • Conversation versus Communication
                        • Conversation
                        • Communication
                        • Business Conversation
                        • Types of Business Conversation
                        • Principles of Communication
                        • 7 C’s of Communication
                        • Top Ten Tips for Good Interpersonal Communication Skills
                        • Formal Channels of Communication
                        • Think First
                        • Elements of Communication
                        • Basic Model of Communication
                        • Developing and Maintaining Open Channels of Communication
                        • Types of Communication
                        • Elements of Communication
                        • Forms of Nonverbal Communication
                        • Communications
                        • Barriers to Communication
                        • Ways to Overcome Communication Barriers
                        • Communication Network - 2 People
                        • Communication Network - 3 People
                        • Communication Network - 5 People
                        • Assertiveness
                        • Empathy
                        • Active Listening
                        • Listening versus Hearing
                        • Barriers to Active Listening
                        • Overcoming Barriers
                        • Develop Active Listening Skills
                        • Ways to Increase Effectiveness of your Communication
                        • Business Correspondence
                        • Report
                        • E-mail
                        • Video: Why Isn't My Team Listening To Me?
                        • Case Study #7 Executive Coaching - Step Up to Board Level
                        • Managing Director in a High Tech plc
                        • Aims
                        • Action
                        • Outcome
                        • Module Quiz

                      • Module 08 - Team Fundamentals: Team Leadership Concepts

                        Contents:
                          • Responsibilities of Team Leader
                          • Leadership
                          • Leader
                          • Management vs. Leadership
                          • Characteristics to Cultivate
                          • Attitudes to Cultivate
                          • Attitudes of Leadership in a Context of Complexity
                          • Leadership Arising from Passion
                          • Recognize the Situational Leadership, Levels of Development
                          • The Four Different Types of Situational Leadership
                          • Directing
                          • Coaching
                          • Supporting
                          • Delegating
                          • Leadership Styles
                          • The Three Steps of the Situational Leadership Model
                          • Maturity Levels
                          • Different Styles of Motivation
                          • Types of Motivation
                          • Video: What is Situational Leadership?
                          • Case Study #8 Team Development - Accelerating New Team Productivity
                          • Senior Leadership Team in a Major Investment Bank
                          • Aims
                          • Action
                          • Outcome
                          • Module Quiz

                        • Module 09 - Teamwork: Understanding Change

                          Contents:
                            • The Changing Shape of Organizations
                            • The Hourglass Organization
                            • The Virtual Organization
                            • Change & Managing Change
                            • Unfreezing
                            • Refreezing
                            • The Systems Model of Change
                            • 10 Reasons Why Employees Resist Change
                            • Video: Why Organizations Resist Change
                            • 15 Guiding Principles for Better Change
                            • Characteristics of Change
                            • Case Study #9 Team Development - Cultural
                            • Change
                            • Aims
                            • Action
                            • Outcome
                            • Module Quiz

                          • Module 10 - Teamwork: Understanding Complexity

                            Contents:
                              • Character of Chaotic Change
                              • The Language of Complexity
                              • Leadership and Complexity
                              • Business and Complexity
                              • Business Reinvention
                              • Industry Reinvention
                              • Video: Business Model Reinvention
                              • Case Study #10 Team Development - Effective Leadership
                              • Directorate in a Major Transport Company
                              • Aims
                              • Action
                              • Outcome
                              • Module Quiz

                            • Post-Test

                              Kindly complete the post-test to assess your knowledge about the topic after the course.