Working with teams over several months allows the team to take the time to test what worked, how it worked, it what context & with whom it worked; plus the same can be applied to what did not work.  Keeping me informed of their results so I can change & re-work the content & consult to build upon what worked & muffle what did not.

Below is an agenda for the 3rd full day Team Building & Leadership Development workshop offered to an IT department.  You can see Day 1 7 Steps to High-Performance Teams, Day 2 Accountability, and Authority Within Your Role.

Corporate Team Building and Leadership Getting Results through finding what works and team learning Create-Learning

a) To tie together content from past sessions + coaching meetings + project team consulting meetings
b) Develop 1 action step that can be utilized and tested within the work.
c) Develop learning teams to enhance the management and work of the department.
  • Why don’t employees do what they are supposed to do?
  • Solution-Focused coaching teams and management
  • Utilization of A3, Project Charters, and Cascade of Management to coach appraise and supply feedback in monthly (or shorter) time-frames to management & subordinates.

Program Agenda

Time Action
8:00am Mike Cardus arrives for set up

Individuals / Table Groups

Mike welcomes everyone & reviews learning objectives + the feedback on what is working well within the teams.

  • High-Performance Teams
  • Managerial Stratums and Complexity of the Work
  • Cross-Functional Role Relationship
  • Goal Setting and Follow up

Learning Activity:

The Blind Side this will be framed based on what we have covered over the past 6 months.

  • We all have blind spots, and so does every company. Knowledge & openness to how to apply the materials can enhance business relationships while knowledge blindness can make things unnecessarily more difficult. The premise of this game is to disclose unknown information & known information that can impact the team, share how they are applying the content & increased shared knowledge of what works.
9:45-10:00 BREAK
10:00-12:00 Project Rollerball:

  • Success for one stage of the project means success for all, and conversely, failure for one means failure for all.
  • Internal and external customers will need to be dealt with effectively during all stages of the project as each team works in collaboration to deliver a final complex solution to the challenge at hand. Teams must plan & design their approach before executing the construction & testing of the working model of a complex device.
12:00-1:00 LUNCH

Partners to small teams

Trust Trap Sequence

  • Managerial-coaching, clear communication, levels of complexity + problem solving, and feedback in real-time
  • Using mouse traps people will be lead through a series of activities – each getting riskier and requiring coaching and feedback + clear directives.

Trap Towers

  • Actively processing the last activity.
2:00-2:30 Why don’t employees do what they are supposed to do?

Interactive discussion.

2:30-2:45 BREAK
2:45-3:15 Overview of SOLVED Solution-Focused Coaching Model & application to earlier content.

  • Need for clear and distinct goals
  • The person has the knowledge and resources to solve the problem
  • Use of questions and responses for the manager to determine how the employee is thinking (time-span & complexity) & appropriately delegate tasks
  • Breaking the solution into short iterative steps and creating a feedback mechanism to determine what worked and what did not
  • Using this in Management peer groups to find solutions to challenging problems

Mixed teams of 6 people

Practice of Team Coaching using the SOLVED – Solution Focused Method.
4:00-4:30 Small teams share what was useful….and some needed next steps.
4:30-DONE COO wrap-up and next steps….