Building High Performance Teams

Building High Performance Teams

Focused, engaged and committed employees represent your biggest expense and greatest opportunity for achieving sustainable competitive advantage. Yet research tells us today’s workforce is inefficient, disengaged, stressed out, feeling apathetic, distrustful, tuned-out and entitled. If these symptoms don’t characterize your workplace, you’re either lucky, complacent or simply not paying attention.

In our volatile, hyper-competitive, global marketplace, you can’t successfully achieve your business objectives without engaging your workers in the process of building high-performance teams. If ownership of the process is not shared, you are destined to perish. You need to know how to diagnose team effectiveness and zero in on the areas of weakness. You need to address under-performance with proven know-how, the right tools and tactical decisiveness. Because in today’s turbo-charged world, time is not on your side.

To build and manage a high performance team, you need to know what makes a team great and why teamwork doesn’t get the attention it surely deserves. You must know the #1 cause of low performance, what sustains it and the reasons people leave their jobs (retention being less expensive than recruitment). Above all, you need to know, and fix, the one critical ingredient required to build exemplary performance.

Learn how to diagnose and remedy your team’s capability to embrace greater productivity and efficiency, how to motivate them to work smarter and accomplish more in less time, how to encourage genuine two-way feedback, become stress and dispute free, and “turn on” your workforce, especially the new generation of knowledge workers who will ultimately determine your fate., you need to know what makes a team great and why teamwork doesn’t get the attention it surely deserves. You must know the #1 cause of low performance, what sustains it and the reasons people leave their jobs (retention being less expensive than recruitment). Above all, you need to know, and fix, the one critical ingredient required to build exemplary performance.

Topics include

❏  Today’s workplace: Myths, realities, changing expectations
❏  The disconnect in meaning between leaders and followers
❏  What most managers don’t know about team performance
❏  The attributes of effective teams: What’s the #1 driver?
❏  The four things a manager must know (or learn) how to do
❏  What drives team collaboration and cohesion and why?
❏  What six things (in rank order) stifle or destroy good teams?
❏  What makes HP teams greater than the sum of their parts?
❏  The key questions you must answer to build a great team
❏  The four things every worker wants from his/her boss
❏  Working From Home: The pre and post-Covid data
❏  The new rules of in-office, remote and hybrid work
❏  The critical art of giving and soliciting honest feedback
❏  How to give feedback remotely as well as to the boss
❏  Competitive advantage: What are you paying them for?
❏  Principles of engagement: How to “turn on” your workers
❏  Monetizing the costs and consequences of disengagement
❏  Dealing with micro-managers: Better to be tough or nice?
❏  Building trust: The fuel that drives innovative entities
❏  The disconnect in beliefs about what motivates workers
❏  Getting people to work smart rather than burn-out hard
❏  Developing self-managed teams: The rules and the roles
❏  Diagnosing and measuring team effectiveness and agility
❏  How to audit performance and identify high potentials
❏  Exit interviews: How to measure why employees leave
❏  Performance reviews: Fix it, replace it or kill it?
❏  Surveys, benchmarking and team effectiveness audits
❏  Productivity gap: The difference between effort and results
❏  Efficiency: Tools for accomplishing more in less time
❏  Becoming stress free: Recommended process and tools
❏  Dealing with toxic employees: Rehabilitate or terminate?
❏  The most powerful productivity tools ever invented
❏  How to role model the behavioural changes you seek