Creating and Nurturing High-Performance Dream Teams: Discovering the Formula for Success with Neal Whitten
What You Will Learn
Upon completion of this training, learners will be able to:
- Identify the steps in building and leading a high-performance dream team.
- Assess the performance maturity of the team members, the project leader, and the team itself.
- Identify actions to routinely improve and fine-tune team performance.
Description
Can you imagine what the business outcome for your project would be if you had a high-performance dream team? If you had a team whose members fully understood what is expected of them in nearly any situation and performed accordingly? A team that comfortably clicked among all its members and selflessly supported each other? A team that fully communicated, was professionally mature and accountable, and rallied for the good of the whole? Imagine no more! Welcome to this training!
By taking this training, you will be adding new skills to your leadership toolkit. Using assessment instruments, gauge the effectiveness of team members, the team, and the project leader; learn what makes a team member and a project leader valuable; learn how to create shared team values and a team charter; and experience exercises that can help build your dream team. Bonus: A takeaway starter kit for post-class use with your team.
Virtually every project leader can take away ideas/techniques from this training that can immediately be implemented to help their team achieve higher performance. Adopting all of the provided concepts can give you and your team the greatest benefit, but adopting even a subset can have a notable and sustained impact.
AGENDA
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- Discuss the common types of teams.
- Discuss the definition of a high-performance dream team and describe its characteristics and business benefits while gaining insight into its internal workings.
- Discuss problems that can prevent a team member from fully engaging and supporting the team.
- Describe the team development stages using the Tuckman model as a reference.
- Use an assessment instrument to learn about the team.
- Identify what makes a team member valuable.
- Group exercise: Brainstorm additional behaviors of the most valuable team members.
- Use a self-assessment instrument to learn about team members.
- Identify what makes a team leader valuable.
- Group exercise: Brainstorm additional behaviors of most valuable team leaders.
- Use an assessment instrument to learn about the team leader.
- Group exercise: Role-play team problems and their solutions.
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- Discuss the team charter.
- Describe the purpose and contents of the team charter.
- Discuss how to develop a team charter.
- Present and discuss a sample team charter.
- Discuss dealing with difficult people.
- Seven important points
- Definition of a difficult person
- Behaviors of difficult people
- Why some people are difficult
- 15 tips/actions you can employ to help you stay in control when dealing with difficult people
- Individual exercise: Examine past behaviors and appropriate improved behaviors to adopt in dealing with difficult people.
- Group exercise: Role-play team problems and their solutions.
- Additional training aids are discussed that participants can use when back in the office.
- Learn a 10-step process to follow when getting started back at the office to help build and lead a high-performance team.
- Learn about the actions to take upon leaving this training.
- Individual and group exercise: Discuss the top three class takeaways.
- Discuss the team charter.
PDU Allocation Table
| Ways of Working | Power Skills | Business Acumen | Total | |
|---|---|---|---|---|
| CAPM® / PMI-CP™ / PMP® / PgMP® | 0 | 14 | 0 | 14.00 |
| PMI-ACP® / Agile* | 0 | 14 | 0 | 14.00 |
| PMI-SP® | 0 | 14 | 0 | 14.00 |
| PMI-RMP® | 0 | 14 | 0 | 14.00 |
| PfMP® | 0 | 14 | 0 | 14.00 |
| PMI-PBA® | 0 | 14 | 0 | 14.00 |
 |  |  |  |
Instructor(s)
Neal Whitten PMP
Neal Whitten is a popular speaker, trainer, consultant, mentor, and best-selling author in the areas of leadership, project management, and employee development. He has written over 100 articles for professional magazines—over 80 for PM Network magazine—and is the author of seven books. With over 35 years of front-line project management experience, Neal has developed and instructed dozens of unique workshops, created many professional- and personal-development online courses, and presented to many thousands of people from across hundreds of companies, institutions, and public organizations.