Building & Leading Work a Successful Team
This workshop is designed to help first time team leaders who may have left an operational or technical position and now need the leadership and communication skills to make the transition into a team leader.
Duration: 2 Days
Objectives
After this workshop participants will be able to:
- Build and lead work teams effectively
Outline
- Part I: Overview of Supervisory Leadership
- How well do you supervise? A self-test
- The basic roles and functions of the supervisor
- Understanding the forces changing the supervising leader’s role
- Common difficult situations for the new team leader
- Part II: Situational Leadership
- Defining leadership
- Qualities for effective leadership: a skills inventory
- Our personal leadership style: a self-assessment
- Analyzing and applying the four leadership styles
- Balancing task and relationship behaviour
- Adapting our style to the team’s requirements
- Establishing leader-member partnerships for increased productivity
- Decision-making and leadership
- Part III: How Effective Teams Work
- Characteristics of an effective team
- Choosing to collaborate: the effects of competition
- Stages of team development
- Dysfunctional teams
- High-performance team model
- Helping the team to manage time and stress
- Part IV: Communication skills for Team Leaders
- Asking effective questions to gain info, build trust
- Listening actively for clarity and rapport
- Checking perceptions and assumptions to avoid “attribution of motive” and blame
- Offering and receiving feedback
- Summarizing, clarifying and confirming
- Observing and interpreting nonverbal behaviour
- Using assertiveness to manage conflict, express our views, set boundaries and to say “no”
- Winning ourselves a hearing
- Handling difficult conversations
- Overcoming barriers to communication in the workplace
- Part V: Understanding the Causes of Poor Performance
- Recognizing the range of employee’s commitment to work
- Why employees do not do what they’re supposed to do
- Why people do what they do: how expectations are established
- Analyzing performance problems: a quick reference tool
- Part VI: Motivation: What Team Leaders Need to Know
- How to find out what motivates the members of your team
- Identifying our own motivations
- The individualized motivation plan
- Continuous motivation in the workplace
- Part VII: Coaching for improved performance
- The difference between coaching and counseling
- Barriers to effective coaching
- Adapting coaching methods to employee’s adult learning styles
- The five-step coaching process
- Part VIII: Human relations: Key Interpersonal Skills
- Personality types: how personality influences behaviour
- Staying cool under fire: anger management
- Managing interpersonal conflict
- Part IX: The problem-solving interview
- How it is distinct from the performance review interview
- The problem focus statement
- Structure of the interview
- Getting to the root problem: causal analysis
- Get-Give-Merge-Go
- Appointing interview airtime
- Developing solutions and commitment for change
- Following up and following through
- Part X: The performance review interview
- Preparation and structure of the interview
- Helping the employee prepare
- The four basic areas to cover
- How to offer feedback and avoid defensiveness
- Techniques for assuring a participative interview
- Managing anger and resistance
- Developing paradigm shifts
- Moving to solutions and improvements
- Action planning
- Recording the results: forms and records
- Part XI: Review of the supervising team leader's functions
- Handling the difficult situations every manager faces
- Six ways of developing personal confidence as a team leader
- Personal action planning
- Course Review and Closure