Creating a Peak Performance Team

Globalization…downsizing…flatter organization charts…total quality management…shortened response time… diversity in the workforce…commitment to internal and external customers…  These are the dominant factors that are leading most organizations toward higher levels of employee involvement and empowerment — giving teams of workers more authority and responsibility for the quality and quantity of their output.

People working together in teams represent the single most powerful resource available to any organization.  In addition to their important role in improving quality and resolving problems, teams also provide excellent opportunities for sharing information and developing leadership skills.  The results of these team building efforts are measurable, even remarkable, as teams reach goals together that as individuals they wouldn’t have imagined possible to achieve.

Building truly high performance teams requires a deliberate, thoughtful approach that combines training, team building and modeling of desired behavior by every level of leadership.

In many cases, the organizational hierarchy is shifting from a more directive format to the consensus system.  Work teams are taking on more responsibility and accountability to perform the work while leaders takes on the role of "group facilitator".

The purpose of this program is to train all levels of employees to maximize teamwork within their departments, whether they be managers/supervisors or individual contributors.  Discussion will focus on the "circle of influence" that employees have, regardless if they have the power and authority to act.

This interactive, practical format will help improve work flow and communication among team members, assess problem situations, determine a course of action and ultimately increase productivity at the bottom line.

Objectives:  Upon completion of this program, participants will be able to:

  • Understand the critical elements of a high performance team and integrate those elements into the team’s environment
  • Understand the potential problems and pitfalls that face teams, diagnose team problems and discover strategies for eliminating the problems
  • Assess the climate and effectiveness of the team to create an action plan
  • Maintain a group at a peak performance level and solve problems
  • Use skills for effective problem solving and decision making, and to gain consensus for effective team performance
  • Increase team initiative and responsiveness towards managing problems
  • Preserve a high level of performance by understanding group dynamics and stages of team development
  • Understand the various roles that team members play and how to maximize strengths of each member
  • Create skills which help with decision making and problem solving processes and apply strategies for eliminating problems

Sample Agenda:
This program outline may not represent the exact sequence of course material.  Because of varying needs of different groups, the sequence may be adjusted and specific challenges facing the organization as a whole as well as the individual team(s) will be addressed.

  • UNIT I:  WHAT IS A “TEAM” ANYWAY?
    • Characteristics of effective teams
    • The differences between a group and a team, and the impact those differences have on your team
    • Identifying types of teams and requirements of each to assist in planning for leadership, decision making, and communication
    • Rating your team—applying the characteristics of effective teams to an intact team that you lead or participate on, thereby identifying key critical areas for development
  • UNIT II:  WHEN BAD THINGS HAPPEN TO GOOD TEAMS
    • The myths of managing conflict and disagreement
    • The environment of conflict and ways to create positive results
    • OPTIONAL: Assessing your personal conflict style using an assessment; developing a plan to manage your “blind spots”
    • A model of dialogue to produce positive outcomes more quickly
    • Basic communication skills required for successful dialogue
    • Exercise: The absence of trust on teams and its impact on productivity
    • Guidelines for building trust
    • How to increase commitment and accountability of team members
    • Team consensus decision making
    • The skills of consensus: When and when not to use them
    • Coaching and feedback: How to communicate tough issues when things don’t go right
    • Exercise/Practice: Using the Feedback Model
    • Case studies: Testing your skills
    • The challenges of remote teams
  • UNIT III:   GROUP PROBLEM SOLVING AND INDIVIDUAL ACTION PLANNING

Length:      
1 – 2 days

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