Course overview
Teams often fail not because members lack technical expertise, but because priorities are unclear, decisions stall, conflict becomes personal, and commitments disappear between meetings. Leaders must create shared direction while managing different working styles, competing pressures, remote participation and cross-functional dependencies. This course addresses the practical work of building team cohesion, accountability and productive collaboration without relying on authority alone.
Participants examine how effective teams establish purpose, clarify roles, set decision rights and maintain reliable operating routines. They use Tuckman’s team development model, RACI, SCARF, SBI feedback and Thomas-Kilmann conflict modes to diagnose team issues and select appropriate leadership responses. The course develops skills for building psychological safety, running focused meetings, delegating clearly, resolving disagreements, improving performance conversations and coordinating work across functions, locations and cultures.
Teaching combines short instructor briefings with realistic cases, group analysis, communication simulations and structured reflection. Participants work with situations such as a delayed banking transformation programme, an NGO field team facing stakeholder conflict, and a multinational project team with unclear accountability. Each participant leaves with a 90-day team action plan, supported by a team charter, RACI matrix, communication charter and team performance scorecard.
The course is suited to managers and technical leaders who already supervise people, lead projects or coordinate shared work. It is particularly useful for leaders inheriting a new team, managing a team through change, or seeking to improve cooperation between departments.
