We all work in a team at some point in our lives, but most struggle to be as effective as they have the potential to be.
Whether it’s miscommunications between co-workers, imbalance of skills, different priorities or difficulty adapting to change, when we lack awareness of these challenge, performance suffers.
Based on tried and tested strategies, this practical workshop takes managers and leaders through an exploration of how they can develop their own teams to reach their potential and become more effective.
They will consider the dynamics of their teams, different behavioural styles and how they can create the right cultural environment to suit everyone. Through pairs discussions, planning and engaging activities, they will understand how to set direction, communicate effectively, give feedback and motivate and inspire their teams towards high performance.
This workshop is delivered by Scott Rumsey.
Cost: £219 + VAT = £262.8
Learning objectives
- Understand the stages of team development and have greater awareness of their team’s maturity
- Have awareness of their own style as manager and how to adapt to meet the needs of their team
- Develop strategies to foster belonging and diversity in their team
- Know how to set direction and communicate with team members
- Have increased confidence in providing feedback and motivation to team members
Agenda
(9.30 – 16.30)
9.30 - Welcome, objectives and agenda
- Defining a team – what it looks like when teams work well, and when they don’t.
- Participants share their experiences of working in and managing teams.
9.50 - Team dynamics
- Introduction to the team lifecycle including stages of group development. Even the best teams that reach high performance will need support to maintain.
- Participants consider their own teams and their level of maturity. Lencioni’s Five Disfunctions of a Team is explored and participants map their experiences in pairs.
10.20 - Diverse Team
- Evidence shows the benefit of different perspectives, skills and backgrounds in the makeup of a team.
- Participants consider what needs to be in place to create an open culture that fosters belonging and makes different people feel valued and able to contribute.
10.45 - Break
11.00 - Team Behaviours
- Introduction to a behavioural styles model for participants to understand themselves as managers, and their team members.
- They consider their team makeup, the preferences and communication needs of each member, and how they as manager need to adapt and support their team based on what they know.
12.00 - Developing your team
- Small group activity, where participants review their team’s motivation, skills and performance.
- Participants generate options for developing both team members, and the overall team culture to increase performance.
12.45 - Lunch
13.30 - Setting direction
- Having an understanding of your team’s strengths and understanding how to best adapt your style and culture to meet their needs is only part of the puzzle. Participants work in small groups and are each given a simple puzzle to solve.
- Debrief to explore how having a clear picture of what they’re meant to be creating, or what the puzzle looks like, would enable them to work better as a team.
- Participants are shown videos of leaders communicating their vision and direction to their staff.
- The A to B model is introduced for structuring direction and setting goals and expectations for teams.
- Participants practice writing and communicating in pairs.
- Puzzle to be completed but without the picture. Shows we need direction.
14.30 - Communicating with your team
- Communication isn’t just about presenting direction and ideas. Participants explore how they communicate with their team and what could be improved.
- How do they manage remote/hybrid and face to face teams?
- What channels of communication do they use, and what are the benefits and pitfalls?
- Participants begin to work on a ‘communications plan’ for their team to ensure strong communication that works for everyone.
- How to ensure transparency by communicating with your teams, and creating a culture of supportive feedback.
15.15 - Break
15.30 - Motivating your team
- Understanding how each behavioural style is motivated, the difference between intrinsic and extrinsic motivation and Theory X and Theory Y.
- How they can play a part in motivating their teams, not only through praise and incentives but through development and delegation.
16.10 - Team Dilemmas
- Participants work through a series of Team Dilemmas in small groups, discussing and agreeing how to respond to different scenarios and situations by pulling together what they’ve learnt.
16.30 - Action planning
- Participants record actions for them to apply in the workplace, with each participant making one commitment to action when they return to the workplace.
