Leading High-Impact Teams Training Course

Participants can establish the conditions for trust, productive diversity, and role clarity.

• Assess task complexity using the GRPI model and team lifecycle
• Match member expertise, authority, and capacity to critical work
• Use Belbin team roles without stereotyping individual capability or identity
• Establish psychological safety through inquiry, candour, and respectful challenge
• Surface working-style differences with a structured preferences conversation
• Agree inclusion norms for airtime, dissent, accessibility, and information sharing
• Identify trust breaches early through reliability, openness, and competence signals

Participants can translate priorities into visible work plans, measures, and review routines.

• Convert annual priorities into quarterly outcomes, milestones, and work packages
• Build a team scorecard balancing delivery, quality, customer, and people measures
• Sequence work with dependency mapping, critical path logic, and capacity limits
• Apply Kanban visual management to expose bottlenecks and overloaded work
• Set WIP limits and escalation triggers for blocked commitments
• Review progress through weekly operating rhythms and variance conversations
• Separate urgent requests from agreed priorities using explicit trade-off rules

Participants can establish decision processes that improve speed, quality, and accountability.

• Classify decisions by reversibility, risk, speed, and required consultation
• Assign decision roles using RAPID and documented accountability boundaries
• Frame complex choices with decision criteria, options, evidence, and assumptions
• Run consultation without confusing input, recommendation, approval, and execution
• Use DACI when cross-functional ownership requires clearer decision participation
• Record decisions, rationale, owners, and review dates in a decision log
• Escalate deadlocked decisions using pre-agreed thresholds and sponsor routes

Participants can run communication routines that create alignment, candour, and action.

• Design meeting architecture for planning, coordination, review, learning, and decisions
• Write agendas that specify purpose, preparation, timeboxes, and decision owner
• Facilitate divergent and convergent discussion using the Groan Zone model
• Apply SBI feedback to address observable behaviour and delivery impact
• Use active listening, paraphrasing, and probing questions during difficult conversations
• Close meetings with commitments, owners, deadlines, and communication actions
• Select asynchronous channels for updates, documentation, and distributed collaboration

Participants can improve team performance through clear expectations, coaching, and follow-up.

• Set role expectations through outcome statements, standards, and accountabilities
• Conduct one-to-one conversations using GROW coaching and evidence-based feedback
• Diagnose performance gaps across skill, will, clarity, resources, and process
• Create development plans with practice assignments, support, and review points
• Apply situational leadership to balance direction, coaching, support, and delegation
• Address underperformance promptly through documented expectations and follow-up
• Recognise contribution fairly without rewarding visibility over team value

Participants can address conflict constructively while protecting delivery and professional relationships.

• Differentiate task conflict, process conflict, relationship conflict, and values conflict
• Assess conflict responses using the Thomas-Kilmann conflict mode instrument
• Prepare difficult conversations with facts, interests, requests, and boundaries
• Use interest-based negotiation to generate options before positional bargaining
• De-escalate emotional exchanges through naming, pausing, reframing, and repair
• Challenge destructive behaviour while preserving dignity and future working relationships
• Agree conflict-resolution protocols, mediation routes, and escalation criteria

Participants can lead team-level change by managing impacts, resistance, and adoption.

• Explain change rationale through stakeholder impacts, choices, and operating consequences
• Map stakeholders by influence, impact, readiness, and required engagement
• Apply Kotter's eight steps to build momentum for team-level change
• Translate change into role-specific behaviours, routines, and performance measures
• Identify resistance sources using the SCARF model and listening data
• Plan communications for certainty, participation, capability, and reinforcement
• Track adoption through leading indicators, feedback loops, and corrective actions

Participants can establish effective collaboration practices for distributed and matrixed teams.

• Establish distributed-team agreements for availability, response times, and handoffs
• Choose synchronous and asynchronous collaboration based on task interdependence
• Create shared visibility through digital Kanban boards and decision logs
• Prevent proximity bias in recognition, information access, and promotion
• Run inclusive virtual meetings with structured turn-taking and written input
• Protect focus through communication norms, meeting-free blocks, and escalation paths
• Monitor workload risks across time zones, locations, and contract types

Participants can create a focused plan for improving their leadership impact and team performance.

• Assess personal leadership patterns using 360-degree feedback and reflective evidence
• Identify recurring team friction through data, observation, and stakeholder feedback
• Prioritise two leadership behaviour changes using impact and feasibility criteria
• Build a 90-day team effectiveness plan with milestones and measures
• Schedule stakeholder check-ins to test progress against charter commitments
• Define peer accountability arrangements for sustained leadership practice
• Review lessons learned and revise operating agreements after implementation