Tel: 0844 394 8877
Management Skills > Courses
This three-day programme provides practical help to enable Team Leaders, or those new to management, to appreciate the key elements involved in running a high-performance team. The training is based on applying Neuro Linguistic Programming (NLP) techniques to leading and developing the team. The training provides participants with a toolkit of ten communication techniques and also looks at how to plan and run performance appraisal meetings, one-to-one reviews, counselling interviews and disciplinary hearings.
By attending this highly interactive three-day course you will:
All existing and potential Team Leaders who want to acquire a methodical and professional approach to managing the employees in their 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.
Understanding the different values that team members can have and how that affects their contribution to the group, both in terms of the positive impact they can have and potential negative behaviour.
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 and thus where training is required.
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.
Providing managers with a toolkit of ten communication techniques so that they have the influencing skills to deal with a whole range of one-to-one meetings, interviews and interactions.
Being able to acquire and maintain a calm, rational state of mind.
Putting your point of view across in a firm, clear and polite manner.
Making it easy for the other person to listen to you and accept your point of view.
Checking that you have fully understood the other person’s point of view and that they have understood you.
It is important to ensure that employees are properly trained and continue to be developed so that they (a) feel valued and (b) can make a positive contribution to the work of their department. In this part of the course we review how to delegate tasks efficiently and effectively.
Appraisals are about taking the time to sit down with employees in order to discuss (a) how they are getting on, (b) to identify what help they need to improve their performance and (c) organise for them to get any help they might need. It is an integral part of the process of managing people. By evaluating performance in a participative manner, managers are able to communicate with their people on how they are doing and what is expected of them in the future. They can give praise and encouragement for things done well and they can work on developing skills in areas where the employee needs support.
How to manage individuals by giving them regular feedback on their performance and clarifying their goals and priorities in the job.
Counselling interviews need to take place when (i) performance is below standard, (ii) there is a sudden change in behaviour, or (iii) tensions between team members become evident. The initial aim of counselling interviews is to identify the reason why a ‘problem’ is occurring and then to offer help and support so that the individual concerned can address it.
Disciplinary interviews need to take place when (i) performance is below standard and there has been no improvement as a result of earlier counselling action, or (ii) the employee has engaged in some unacceptable behaviour e.g. rudeness to colleagues or customers.
Feedback is based upon peer reviews using BMC assessment checklists. Completing the BMC 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 people manager.
Further information on this course is available by contacting
Boulden Management Consultants:
via our Contact form
Tel: 0844 394 8877