LEADING HIGH
PERFORMING
TEAMS
__________________________________________________________________________________________________
Participant’s Name
1
2
Leading High Performing Teams
SESSION TERMINAL OBJECTIVES:
At the end of the two-day workshop, learners will
1. develop strengths based teams because of clear understanding of bench capability
and direct tasks and assignments more appropriately and communicate expectations
effectively.
2. experience a sense of satisfaction when using motivational techniques authentically
towards business results or desired actions.
3. model resilient behaviors and build this during team’s challenging situations.
4. profile stakeholders in their network (personalities, interest or stake) and be able to
influence them towards results.
5. produce coaching plans, strategies and the required documentation that supports a
coaching culture for sustainability.
ENABLING OBJECTIVES:
To achieve the terminal objectives, learners will
1. determine with acceptable accuracy, team’s capabilities to effectively identify tasks
and activities depending on developmental stage.
2. communicate expectations clearly in a language or manner that is direct, objective,
cognizant of proper communication style to receiver and obtains commitment to result.
3. apply motivation strategies to build morale in authentic ways
4. sense team climate and build resilient behaviors to direct actions towards positive
actions and results.
WORKSHOP JOURNEY
Creating a
Nurturing Coaching a
Climate for
Potential Dream Team of
Potential
Leaders Leaders
Leaders
3
INATTENTION
TO RESULTS
AVOIDANCE OF
ACCOUNTABILITY
LACK OF COMMITMENT
FEAR OF CONFLICT
ABSENCE OF TRUST
Five Dysfunctions of Teams - Patrick Lencioni
As a leader, how can you address these five dysfunctions in your team?
4
1. PINNACLE
(Respect)
2. PEOPLE DEVELOPMENT
(Reproduction)
3. PRODUCTION
(Results)
2. PERMISSION
(Relationships)
1. POSITION
(Rights)
Five Levels of Leadership - John Maxwell
What leadership level are you in and why? How can you move to the next level of
leadership?
5
What makes you TICK? How can you turn it to TOCK?
6
7 Essential Qualities in a Rate your team between 1 to 10 and
High Performing Team explain your rating briefly.
Positive attitude
Character & confidence
Influence & self-discipline
Evident gifts
Excellent people skills
Proven track record
Effective communication
skills
7
Nurturing Potential
How will you practice this with your team?
Leaders in Your Team
Believe in them.
Encourage them.
Share with them.
Trust them.
8
GOAL
(Agree with what the coachee wants to achieve)
REALITY
(Invite analysis of current issue)
OPTIONS
(Help coachee generate ideas)
WAY FORWARD
(Help coachee decide on action and options)
Coaching Framework
What is the difference between coaching and mentoring?
9
4 Core Coaching Skills
Powerful Observation
Empathic Listening
Guided Inquiry
Effective Feedback
10
COACHING SCENARIO
11
TEAM VISIONING EXERCISE
12
Action Plan:
MARTS Goal Action Steps Timeline/Schedule
What do I want to achieve? How will I do it?
13
