Team Building Training Course

Participants can create a team charter that translates organisational priorities into shared commitments.

• Team purpose statement tied to customers, services and business outcomes
• SMARTER objectives written with measures, owners, review dates and assumptions
• Charter scope boundaries separating team responsibilities from stakeholder responsibilities
• Success criteria agreed for quality, service levels, risk and delivery
• Stakeholder mapping identifies sponsors, customers, suppliers and affected parties
• Working agreements establish communication, responsiveness, attendance and preparation norms

Participants can clarify accountabilities and decision rights for team work.

• RACI matrix assigns responsible, accountable, consulted and informed parties
• Decision rights distinguished between recommendation, approval, execution and escalation
• Role ambiguity diagnosed through overlapping tasks, gaps and conflicting authority
• Handovers specified using inputs, outputs, acceptance criteria and timing
• Delegation levels matched to capability, risk, authority and decision urgency
• Escalation paths defined for blocked decisions, exceptions and resource conflicts

Participants can use team-role and inclusion methods to improve contribution and participation.

• Belbin Team Roles identify preferred contributions and potential team gaps
• Strengths-based task allocation balances expertise, development needs and workload
• Cognitive diversity managed through structured challenge and evidence-based discussion
• Psychological safety behaviours encourage questions, dissent, learning and error reporting
• Speaking-up barriers identified through status, expertise, culture and perceived risk
• Inclusive facilitation draws input from quieter members and remote participants

Participants can design and facilitate meetings that produce clear decisions and follow-through.

• Meeting purpose classified as information, consultation, decision or problem-solving
• Agenda design allocates outcomes, timings, owners and required preparation
• Facilitation techniques manage airtime, digression, challenge and participation
• Decision logs record choices, rationale, owners, deadlines and dependencies
• Action trackers distinguish commitments, milestones, blockers and escalation items
• Communication channels selected by urgency, complexity, sensitivity and audit needs

Participants can build trust through reliable commitments, constructive feedback and clear accountability.

• Trust built through competence, reliability, openness and concern for others
• SBI feedback structures observations using situation, behaviour and impact
• Feedforward questions focus discussions on future actions and support required
• Accountability conversations address commitments, evidence, causes and corrective actions
• Expectations reset when priorities, resources, scope or risks change
• Recognition practices reinforce specific behaviours supporting team standards

Participants can address disagreement constructively and reach workable agreements.

• Thomas-Kilmann modes compared: competing, collaborating, compromising, avoiding and accommodating
• Interests separated from positions during contested team decisions
• Conflict sources diagnosed across tasks, processes, relationships and values
• Ladder of Inference checked before treating assumptions as facts
• Difficult conversations prepared with evidence, impact, requests and boundaries
• Agreements documented with actions, owners, review dates and consequences

Participants can establish reliable collaboration across functions, sites and hybrid working arrangements.

• Cross-functional dependencies mapped between teams, processes, systems and approvals
• Service-level agreements define response times, quality standards and escalation routes
• Boundary-spanning roles connect operational, technical, commercial and support perspectives
• Hybrid team norms cover availability, documentation, meetings and information access
• Virtual communication protocols reduce ambiguity, delay and message overload
• Shared digital workspaces organised around versions, actions, decisions and records

Participants can review team performance and lead improvement through change.

• Team dashboards combine delivery, quality, customer, people and risk measures
• After-action reviews examine intent, results, causes and improvement actions
• Retrospectives identify continuations, stops, starts and unresolved impediments
• Root cause analysis uses Five Whys and fishbone diagrams
• Change impacts assessed across roles, routines, skills, systems and stakeholders
• Improvement experiments tested with hypotheses, measures, owners and review dates

Participants can produce a phased plan for improving their team’s performance and working relationships.

• Current-state assessment prioritises issues using impact, urgency and controllability
• Ninety-day plan sequences chartering, role clarification, routines and relationship actions
• Milestones set for early wins, behaviour change and performance reviews
• Sponsors engaged through concise updates, decisions required and risk escalation
• Team commitments translated into individual actions and manager follow-up
• Review cadence tracks measures, feedback, barriers and plan adjustments