Team Management for Practitioners. 2-days workshop.

Programme

Program szkolenia stanowi prawnie chronioną własność intelektualną, a jego przetwarzanie, rozpowszechnianie lub korzystanie z niego bez wiedzy i zgody autora jest zabronione.

1. leader or manager
• key tasks and responsibilities
• formal and informal leader
• sources of authority
• how to build authority
• management faults and traps
2. discussion and analysis
• our team environment
• case study
3. techniques and good practices
• directing and managing by Stephen Covey
4. team – something more than group of people
5.a team
• who is a team member and what is a team
• formal structure
o roles
o tasks and responsibilities
• skills diversity of team members
6.discussion and analysis
• our team environment
• case study
7.techniques and good practices
• social roles by Meredith Belbin
• difficult personalities and how to deal with
8.teamwork
• task definition and issue analysis
• solution finding
• team decision
• task planning and tracking
• daily collaboration
9.discussion and analysis
• our team environment
• case study
10.techniques and good practices
• brainstorming
• spiderweb decision analysis
• retrospective
• tables, visualisations
• effective meeting management
10.team development
• defining a team goal and team planning
• team development dynamics
• situational management
o by project stage
o by team maturity
o by team environment
• team development faults and traps
• leader role in self-managing team
• delegating to people and to a team
11.discussion and analysis
• our team environment
• case study
12.techniques and good practices
• SMART
• RAM/RACI
• group development stages by Bruce Tuckman
• managerial grid by Robert Blake and Jane Muton
• leadership styles by Daniel Goleman
• situational leadership by Ken Blanchard
13.communication – collaboration key tool
• prepare deliberate relation
• communication planning – fundament questions
o why? what for? to whom? what? how? when?
• principles of good communication
14.active relation
• first steps
o halo effect
o the first contact, the first meeting, the first experience
• dialog – exchange of information
• discussion – from understanding to a decision
• close conversation and maintain relation
15.active conversation
• active – conscious talking
• statements, questions, answers ..
• conversation supporting
• information hidden in emotions
• maintain relation
16.what we say and what we hear
• active listening
• misinterpreting
• rationality and rationalization
• communication noise
17.discussion and analysis
• our team environment
• case study
• self-presentations, improvised scenes
• team analysis of the recorded presentations
18.techniques and good practices
• 4 ears, statement structure, square of values by Friedemann Schulz von Thun
• active listening
19.motivation vs motivating
• why we want to go to work every day – our motivators and our team motivators
o extrinsic motivators
o intrinsic motivators
o incentive system
o team motivators
o motivation faults and traps
• inspiring feedback
o neutral information – leader must be with his/her team
o praise i.e. congratulations
o difficult talk – blaming or solution finding
20.discussion and analysis
• our team environment
• case study
• self-presentations, improvised scenes
• team analysis of the recorded presentations
21.techniques and good practices
o hierarchy of needs by Abraham Maslow
o hygiene factors and motivators by Frederick Herzberg
o research results from The Gallup Organization
o team demotivators by Patrick Leoncioni
o “punished by rewards” by Alfie Kohn
22.difficult situation, conflict
• change – hard time for people and teams
o emotions and reactions
o how to support people during change
• when emotions are increasing
o from a dialog to a row
• misunderstanding is not a row – just solve it
o “You” statement
o “I” statement – open to understanding and agreement
• conflict background
o what I say and what you understand
o over-interpretation – dialectical arguments
o to strong emotions
o people play games
• communications – key tool to solve a conflict
• conflict result – benefit or loss
23.discussion and analysis
• our team environment
• case study
• self-presentations, improvised scenes
• team analysis of the recorded presentations
24.techniques and good practices
• reaction to a change
• matching and mirroring by Thomas Gordon
• active listening
• conscious talking
• “I” statement – FECE
• devils circle by Friedemann Schulz von Thun
• transaction analysis by Eric Berne
• conflict Harvard model
25.summary
26.discussion
• what I have learnt, and what I can implement tomorrow
• what to improve, what to avoid