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— Tasha C.
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 seminar will help you
- See what a “true” team looks like— inside and out—so you can begin to set your sights on meaningful and reachable goals.
- 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.
- Learn new approaches to conflict resolution that will clear the air and give your people the fresh start they need.
- Discover innovative ways to get things done as a team—without endless discussions and with everyone pitching in.
- Work with your team in order to tackle the tough issues and gain sound solutions.
- See an immediate uptick in morale, productivity, pride in your jobs—and the praise that will follow.
- 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.
- 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.
A Successful Team...
…is sure of itself.
- Why “purpose” is the backbone of any true team
- How to craft a mission statement that’s much more than a motto
- Strategies for galvanizing diverse people into a unified team
- How to convert your team’s “purpose” into a working plan
…is open and honest.
- How to “read” your teammates’ attitudes and behaviors— and use what you learn for the good of the team
- What motivates— and de-motivate— your people?
- Why understanding the forces that influence your team can lead to improved morale, performance and collaboration
- Personal values vs. team values—understanding the balance between individual wants and group needs
…has members that know their roles.
- Ten characteristics of a “team wrecker”
- Ten characteristics of a "team builder"
- What happens when personal ethics run contrary to team ethics
…straddles no fences.
- The five 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: Three categories of decisions and the team response to each
…is skilled at resolving conflict.
- What constitutes “appropriate” confrontation
- The five styles of handling conflict (comparing, accommodating, avoiding, compromising, participating)…when, why and how to use each
…isn’t afraid to police itself.
- Examining your team “conscience”
- Things to ask yourself: 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?)
…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
…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
- Four proven ingredients for a successful celebration
- Examples of reward programs that continue to work at companies such as Corning, Carrier and Nucor Steel