Building high performing teams

We start by covering:

• The differences between a group, team and high performing team
• The stages of team formation
• Definition of a high performing team
• The attributes of high performing teams

We then consider the role of the leader of a high performing team, drawing from case studies and from the experiences of individual delegates.

Given the significance of the role of the leader within a high performing team, we return to this theme later in the day.

In this session we will share the from Massachusetts Institute of Technology research conclusions that provide insights into how high performing teams communicate, work together and allow delegates to self-assess against the research findings.

Here we will consider organisational factors that can support high performance, including:

• The culture of the organisation – is high performance valued?
• Key people policies such as recruitment, development, reward and performance management.

We return to the role of the leader in motivating team members towards high performance and in aligning them towards a common vision.

In this session we share with participants a powerful leadership framework they can apply to lead a high performing team, allowing them to reflect on their own leadership style and consider specific steps they can take to enhance their leadership capability.

*Programme subject to change

Delegates will be a provided with a workbook for the programme.