Course Description

According to John Adair, the role of a manager is to: Achieve the Task, Manage the Individual and Manage the Team – not always easy to achieve! Teams are made up of a group of individuals, all with different skills, mindsets, abilities, and challenges. Ideally teams would always gel and work together effectively. In reality, often challenges occur, leading to conflict and disagreements.

This one-day session will give leaders the opportunity to take time out to consider the dynamics in the teams they manage, and how best to work with both individuals the team to create one group who are motivated to work cohesively and productively to achieve the team goals and objectives.

This workshop can also be adapted and delivered to teams who are experiencing challenges in working together. The session will be highly interactive and practical, encouraging delegates to share thoughts, ideas, and best practice through the day. We will include models, principles, and theories, and bring all these to life with examples and scenarios to discuss.

Target Student

This course is designed for managers, team leaders, and supervisors who are responsible for leading and developing teams within their organisations. It is particularly suitable for:

• New managers or team leaders who want to develop effective team management skills
• Experienced managers looking to enhance their ability to handle team dynamics and conflicts
• Professionals transitioning into leadership roles who need to understand team development principles
• Managers currently facing challenges within their teams and seeking practical solutions
• HR professionals and internal trainers who support leadership development within their organisations

The course is also beneficial for intact teams experiencing difficulties in working together effectively, as it can be adapted to address specific team challenges.

Prerequisites

There are no formal prerequisites for this course. However, to get the most benefit from the training:

• Participants should have some experience in a management or team leadership role, or be preparing to take on such a position
• Attendees should come prepared to discuss real-world team scenarios and challenges they have encountered or are currently facing
• A willingness to engage in open discussions, share experiences, and participate in interactive exercises is essential
• Basic familiarity with team management concepts would be helpful, but is not required

Prior to the course, participants may be asked to complete a brief questionnaire about their current team situation to help tailor the content to the group's needs.

Learning Objectives

By the end of this training, you should be better able to:

• Establish the composition of your team, and the challenges existing at the time.
• Relate your team to the different stages of team development (using Tuckman model) and explore the actions of the manager at each stage.
• Consider different roles in the team (using Belbin methodology), and how best to utilise this awareness for maximum performance.
• Explore 4 specific types of behaviour, and how best to deal with each.
• Consider how conflict arises and different ways to deal with this.
• Establish team building tools and techniques, and how you might use these to create a high performing team.
• Create an action plan for the situation you and your team are currently experiencing.

Course Content

The team

Taking time to consider, share and discuss:

• What is the composition of my team?
• What's good about my team?
• What outcomes do we achieve?
• What are the challenges we face?
• How do we deal with these challenges?
• What relationships exist in the team?

The Tuckman Model of team development

Exploring the 4 main stages the Tuckman model: Forming, Storming, Norming and Performing:

• What does it mean to be at each stage?
• What actions and behaviours are typical at each stage?
• What are the roles and responsibilities of the manager?
• How can you give ownership and responsibility to the team to effectively deal with challenges?
• Additional stages (Dorming and Mourning) and the impact they can have on a team.

Considering the team using Belbin model

• Who are your team?
• What are the dynamics in the team?
• How to best utilise individuals, recognising strengths of each individual.

Exploring types of behaviour and how to deal with each

• Including passive, aggressive, passive aggressive and assertive
• How to deal with each behaviour
• Developing assertiveness, honesty and trust in the team

Dealing with conflict in the team

• Understanding when and why conflict occurs
• Tools and techniques to manage conflict including listening skills, questioning skills, Thomas Kilman Instrument for Conflict Management
• Practical application of the tools

Building the team

• Exercises and discussions for teambuilding

Personal action planning.