Leadership and Team Development Training Course

Participants can establish a clear team purpose, priorities and performance expectations.

• Team purpose statement linked to organisational objectives and customer requirements
• SMART objectives written with measurable outcomes, ownership and review dates
• Priorities separated using the Eisenhower Matrix and service-level commitments
• Team charter defines purpose, membership, norms and decision boundaries
• Working agreements establish meeting discipline, response times and escalation routes
• Success measures combine delivery, quality, stakeholder and people indicators

Participants can allocate work with clear authority, support and accountability.

• RACI matrix clarifies responsible, accountable, consulted and informed roles
• Decision rights assigned according to risk, capability and organisational authority
• Delegation levels selected from instruction through consultation to full ownership
• Task briefs specify outcomes, constraints, resources, deadlines and quality criteria
• Control points set without micromanaging capable and accountable team members
• Escalation triggers defined for risks, exceptions and delayed decisions

Participants can build trust, inclusion and productive team working norms.

• Tuckman stages used to anticipate forming, storming, norming and performing
• Psychological safety supported through curiosity, candour and respectful challenge
• Trust strengthened through competence, reliability, openness and shared concern
• Inclusive meetings draw out quieter voices and test dominant assumptions
• Team norms address disagreement, confidentiality, responsiveness and mutual support
• Remote and hybrid routines maintain visibility, connection and decision discipline

Participants can prepare and lead clear, purposeful management conversations.

• Communication planning identifies audience, purpose, message, channel and timing
• Active listening uses paraphrasing, probing questions and accurate summarising
• Ladder of Inference checks assumptions before reaching management conclusions
• Meeting agendas distinguish information sharing, consultation and decision-making
• Difficult messages structured around facts, impact, expectations and support
• Conversation preparation anticipates emotions, objections and required follow-up

Participants can coach team members towards performance improvement and growth.

• GROW model structures goals, reality, options and way-forward commitments
• Coaching questions encourage reflection rather than manager-led problem solving
• Development needs assessed through current performance and future role requirements
• 70-20-10 development planning combines experience, relationships and formal learning
• Career conversations explore aspirations, strengths, constraints and possible pathways
• Follow-up reviews confirm actions, learning evidence and revised support needs

Participants can give timely feedback and manage performance fairly.

• SBI feedback describes situation, behaviour and observable impact precisely
• Balanced feedback recognises effective performance alongside improvement requirements
• Performance expectations translated into measurable standards and behavioural indicators
• Regular one-to-ones combine progress review, support, development and accountability
• Underperformance addressed through evidence, diagnosis, support and documented commitments
• Recognition matched to contribution, preference and organisational policy

Participants can address conflict and difficult behaviour before it damages performance.

• Conflict sources diagnosed across goals, resources, values, roles and relationships
• Thomas-Kilmann modes selected according to stakes, urgency and ongoing relationships
• Interest-based negotiation separates underlying needs from stated positions
• DESC script structures difficult conversations around behaviour and required change
• Emotional self-management uses pause, naming and reframing before responding
• Mediation boundaries distinguish manager intervention from formal grievance processes

Participants can involve teams appropriately in decisions and change implementation.

• Decision methods compared: consultative, consensus, consent and leader-decides approaches
• RAPID framework assigns recommendation, agreement, input, decision and performance roles
• Stakeholder mapping assesses influence, interest, concerns and communication needs
• Change messages explain rationale, impacts, expectations and available support
• Resistance explored through listening rather than premature persuasion or dismissal
• After-action reviews capture lessons, actions, owners and completion dates

Participants can convert course methods into a focused team development plan.

• Leadership self-assessment identifies strengths, habits, risks and development priorities
• Current team diagnosis reviews purpose, roles, relationships, processes and results
• Priority actions selected using impact, urgency, effort and authority criteria
• Ninety-day plan assigns milestones, evidence measures and review conversations
• Peer accountability arrangements establish challenge, support and progress checks
• Personal commitments connect leadership behaviours to immediate workplace situations