Tel: 0844 394 8877
This programme provides practical help to enable managers to appreciate the ‘inner game’ of beliefs and values as they apply to managing a team, as a team. The training is based on applying Neuro Linguistic Programming (NLP) techniques to the team development process and during the course discoveries will be made as to how to consistently build high performance work groups.
By attending this three-day highly interactive course you will:
All existing and potential managers who want to acquire a methodical and professional approach to managing their team, as a team.
The phrase the ‘inner game’ is a term borrowed from sports psychology. It is a reference to the fact that what is going on inside a person’s head (their state of mind) is crucial to good performance. Here we consider the role perception and beliefs of expert people managers.
The first aspect of managing a team is to make sure that they have a clear sense of purpose and direction.
Day 1 (cont)
Keep the team ‘on track’ by setting and publicising clear and compelling objectives.
Every work group operates in accordance with a set of values or ‘house rules’. These values, which can be implicit or explicit, specify ‘how we do things around here.’ Expert managers make sure that the code of conduct that the team operates to is explicit, agreed and that people consciously behave in line with its requirements.
Day 1 (cont)
A Training Matrix (or skills matrix) is a chart that lists the people in the department down the left hand side of a table and the key tasks of the department across the top. A series of ‘codes’ are then used to identify which people are trained in which tasks. This means that it is obvious where there are skills shortages.
Part of what binds any group together is the rituals and customs that they share. Common rituals say that we belong together. They are reflected in the way that success is celebrated, failure or mistakes are handled and a common identity is reinforced. Here we look at how to identify existing rituals and discuss ways that they can be enhanced so as to improve morale and develop a strong sense of group identity.
Day 1 (cont)
‘Management by walking about’ (MBWA) simply means wandering around the work area and listening to and watching what is going on. In this way the manager can get a sense of the morale of the team, their work rate, relationships with customers and so on.
The principal method for managing a team, as a team, is to bring them together as a group and discuss issues that are of importance to them. One of the most important aspects of planning is to realise that there are three distinct reasons for having a meeting and that each type needs a different format for the agenda if it is to run well.
Once a meeting starts the manager must control the flow of the meeting. He/she must make sure that the agenda is kept to and that any particular individual does not dominate the discussion.
Day 2 (cont)
Whenever the manager brings his/her people together in a meeting forum he/she must ensure that the focus stays on the topic on the agenda and that the group does not digress e.g. on to another subject or personal observations. To do this the manager must make use of ‘control techniques’.
Team briefing is a structured approach to communication within a company and/or a department. It is a drill, whereby the manager brings his/her team together and briefs them on the key things that are happening in the company and their department. This activity helps to(a) confirm the teams’ sense of shared identity and (b) gives everyone a common understanding of how the team is doing and what the priorities are.
Problem solving and decision-making meetings are about (i) analysing data to identify a root cause of a problem or issue (ii) generating a number of solutions to ensure that a choice about how to move forward is created (iii) choosing a solution based on an assessment of the advantages and disadvantages of each option and finally (iv) implementing the solution and reviewing the results achieved.
The purpose of running an information gathering meeting is to get people’s views on some aspect of a problem or issue. Sometimes we may want to simply gather data, on other occasions we may want their views on the root cause of a problem or on possible solutions to an issue.
Feedback is based upon peer reviews using Boulden assessment checklists. Completing the assessment checklists is not only valuable to the people involved in a given case study, it also helps those completing them to gain an in-depth understanding of the building blocks that make up an excellent leader.
All of our workshops can be delivered as Remote Training via e-learning modules plus Zoom based virtual workshops. Please see our Virtual Training page for more information.
Further information on this course is available by contacting
Boulden Management Consultants:
via our Contact form
Tel: 0844 394 8877