The trouble with the teams in my workplace is: (Check all that apply)

	Squabbles flare up over inconsequential matters.
	We really don't know why we're on teams.
	We're all "too different" to work together.
	Our meetings are endless, ineffective and dominated by a few.
	Trying to reach a consensus is impossible — we can't agree on anything important.
	The frequent friction among some team members is affecting the rest of us.
	We're not skilled at policing ourselves. Attempts at constructive criticism usually end in hurt feelings.
	Despite our success we feel we're an island — cut off from other departments, and even from the rest of our organization.
	Our teams seldom get much done.

Just a few? Most of them? ALL of them? The total number doesn't matter.

Even a single check mark is a reliable tip-off that your teams could be in trouble now — or will be soon.

But don't feel bad if you checked several. You're not alone. Too many of today's workgroups are teams in name only. They were formed in haste — made up of players with no formal team training — and pushed into duty to "work wonders."

Sad thing is — when they fail to deliver, management is unhappy (and gets down on teams), customers aren't served well, and teammates can end up down on themselves as well as their jobs.

It doesn't have to be that way. If you think your group could benefit from professional help in key areas of team performance, consider bringing this workshop to your people — at your location.

This is "in the trenches" team training.

Throughout the day you'll work in teams and tackle the real-world problems you encounter in your workplace. You'll take part in exercises, role-playing, self-assessments and other participatory techniques that facilitate adult learning. This training will drive home the principles that make teams the powerful force they've become in business, government and education today.

The immediate paybacks —

	You'll see what a "true" team looks like — inside and out — so you can begin to set your sights on meaningful and reachable goals.
	You'll take a team inventory of the skills you have now; see which ones need recharging; and discover what's new in team skills that you'll want to try.
	You'll learn new approaches to conflict resolution that will clear the air and give your people the fresh start they need.
	You'll discover innovative ways to get things done as a team — without endless discussions, and with everyone pitching in.
	Your team — be it a new team, an existing team, a team in trouble or a good team that wants to do better — will tackle the tough issues and gain sound solutions.
	You'll see an immediate uptick in morale, productivity, pride in your jobs — and the praise that will follow.
	You'll learn team skills that will earn you more autonomy than ever before — the kind of freedom that comes when management trusts your decisions and supports your goals.
	You'll come away with renewed enthusiasm and optimism that your team can be as good as any.
	In one single day, you and your people can learn all nine traits of highly successful teams from a true topic expert in group dynamics.

  — it straddles no fences

	The 5 decision-making roles at team meetings: responsibilities of the Facilitator, Recorder, Timekeeper, Owners and various Resources
	What teams need to do BEFORE they plan a course of action
	Common, Urgent, Major: 3 categories of decisions, and the team response to each


  — is skilled at resolving conflict

	What constitutes "appropriate" confrontation
	The 5 styles of handling conflict (comparing, accommodating, avoiding, compromising, participating); when, why and how to use each
	7 steps to resolving team conflicts


  — and isn't afraid to police itself.

	Examining your team "conscience"
	Things to ask yourself about:

-	Meetings (Are you prepared? Do you dominate? Do you participate?)
-	Workload (Are you carrying your fair share? Covering up for others?)
-	Behavior (Are you setting a good example for newcomers? Do you promote your group image to outsiders — or tarnish it? Are you marching to the team drummer — or to your own beat?)


  A successful team knows it isn't an island —

	Goals, progress, problems, individual performances — and other things a team needs to relate to top management
	Specific ways to integrate a new team into the scheme of an organization
	How to bring a new member into an existing team
	Knowing when to seek outside coaching, advanced team training, or a referee to settle out-of-control disputes


  — and, best of all, it knows how to celebrate.

	The difference between long-term rewards and short-term inducements (one builds up while the other tears down)
	Why celebration must be linked with team "growth" to be meaningful
	4 proven ingredients for a successful celebration
	Examples of reward programs that continue to work at companies such as Corning, Carrier and Nucor Steel

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Contact us and bring this Seminar to your organization