- Classroom Training
- Virtual Training
2 days (face to face) or 4x3 hours (online)
Professionals mostly get appointed to be a leader of a team because of their outstanding performance. In this new role they can prove their talent and high standards in even more challenging situations without any problem. At the same time, the expectations of their superior for them to be a role model, manage people-related issues effectively, solve problems of the group, create a pleasant atmosphere, and yet still ensure high team performance could be quite demanding.
The programme provides the skills necessary to develop an efficiently functioning team by building trust and strong team cohesion, taking into consideration the individual strengths of company’s team members. By positively managing these interpersonal relations, team members will be able to focus more on the tasks ahead of them and collaborate with each other better.
The programme follows through the difficulties, managerial roles and tools in the four stages of team formation using the Bruce Tuckman model. Participants explore approaches for achieving team bonding and effective cooperation. We will also touch on the most effective ways of distributing tasks and motivating team members so that they are satisfied with their role within the team.
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Climate change, natural disasters, energy crisis. We can feel them in our skin. What can we do? Is there anything we can do to mitigate these negative impacts?
“Your brand is what other people say about you when you are not in the room,” says Jeff Bezos. Self-awareness and defining your leadership role as a female leader is paramount. But self-awareness is not enough, we also need to define how we present ourselves to the world. Personal brand is key for anyone who wants to be successful in their field. Women leaders also need to consciously build and develop their personal brand.
The recent reality is not short of challenges. Constant change, uncertainty, rapid adaptation, and dealing with unexpected situations can overwhelm us very quickly if we don’t take care of one of our most important resources – our emotions.
The groundbreaking research of Shirzad Chamine and his concept of Positive Intelligence is the foundation of this program. It encourages participants to take an inward journey and realize who those internal saboteurs are who hinder their progress.
Over the past period, remote work and online communication have become the new routine in the lives of many teams. This virtual distance brought a new set of challenges not only in how to successfully operate, but also in how to maintain team spirit, the feeling of togetherness, and improve collaboration&communication.
We are living in a world of digital revolution. Organizations, teams and people are connected more than ever before. We can love or hate the changes the technological explosion is generating in our life, but avoiding them is impossible.
Numerous studies show that diverse teams – in case they are managed well – perform better than homogeneous ones. Social groups are increasingly making their voices heard and there are more opportunities for social injustices to be addressed. So everything is going in the right direction. Or is it not?
Many leaders assume engagement is a task for top management and HR. But is engagement something that you can only influence from the top? What is the responsibility and opportunity of direct supervisors, middle management, and even employees in enhancing engagement?
All of us are parts of different teams, and our success is highly determined by the members of these teams. Our specific Insights-based program focuses not only on development of the individuals, but also on the common development of the team.