This Trainee-centered course includes the following training methodologies:-
- Talking presentation Slides (PPT with audio)
- Simulation & Animation
- Case Studies
- Gamification (learning through games)
- Quizzes, Pre-test & Post-test
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
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
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.