 Managing teams in times of change
Two day in-company training course (dependent on specific needs)
This session gives senior managers the skills and knowledge needed to deal with coming change, as well as to develop the attitudes and habits that will help them manage change.
After the course, delegates will be able to:
- Identify the expectations of the corporation and those who report to them
- Identify and tackle issues which arise in times of change
- Manage their teams in times of change
- Identify and encourage talent within their teams
- Communicate change and its objectives to their teams and network with peers on issues of change
- Manage motivational issues in times of change
Outline
The three-eyed manager looking at the corporation; the team; and the individuals
Skills, Knowledge, Attitudes and Habits (SKAH) - the template for identifying talent in the team
The effects of change on an organisation
- Identifying where change comes from and why
- Identifying the various responses to change
- Identifying the best strategies for handling change
Identifying and managing expectations in times of change
- How to identify the explicit and implicit expectations of others
- How these expectations are likely to change
- How to identify valid and invalid expectations
- How to deal with these valid expectations
- How to communicate to teams and individuals in times of change
Doing it: Each delegate identifies the key expectations of those they report to and those who report to them. They analyse these expectations and identify how to fulfil the valid ones. They report to the group on their conclusions.
Managing teams in times of change
- Identifying the key teams the delegates are members of
- Identifying where the teams are in the team lifecycle and what the appropriate management is
- Identifying how this is likely to change and the appropriate response
- Identifying which of the nine key building blocks of effective teamwork the manager need to focus on:
- Clear objectives and agreed goals
- Openness and confrontation
- Support and trust
- Co-operation and conflict
- Sound procedures
- Appropriate leadership
- Regular review
- Individual development
- Sound inter-group relations
Doing it: Individual analysis of team issues and a public report of conclusions
Managing motivational issues in times of change
- Identifying the motivations of the individual and how they are balanced
Doing it: Delegates identify their own motivational issues and report
Identifying the role of the senior manager in motivational issues
- Self motivation: how to achieve it
- The motivation of others
Doing it: Identifying the key motivational factors for each delegate and their team members
Identifying and encouraging talent within teams
- Using SKAH to identify talent
Doing it: Identifying talent within existing teams
Identifying and tackling issues which arise in times of change
A consultancy process to help the senior manager identify problems, gain distance from them, and use networking and mentoring to solve them.
Doing it: Each delegate will identify a current or near future issue involved with the coming changes. They will state the issue. They will be allocated a consultant from within the group. The client and consultant will work towards solutions taking the steps needed to gain distance and to analyse the problem effectively. Delegates will then report on the solutions they have developed.
Main issues raised on the course
To discuss your specific change needs, please contact us.
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