Team Leadership Skills Training Course

Participants can convert organisational priorities into clear team goals and operating expectations.

• SMARTER outcomes linked to service levels, risk controls and priorities
• Translate strategic objectives into team goals, milestones and measurable outputs
• OKR alignment distinguishes committed delivery measures from aspirational improvement outcomes
• Team charter agreements establish behaviours, meeting rules and response standards
• Visual workboards reveal dependencies, bottlenecks, ownership and delivery status
• Weekly operating cadence combines priorities, risks, decisions and follow-through

Participants can adapt leadership behaviour to individual capability, commitment and motivational drivers.

• Situational Leadership II matches directing, coaching, supporting and delegating behaviours
• Diagnose competence and commitment before selecting task-specific leadership responses
• Adjust leadership approach when experienced staff face unfamiliar or high-risk work
• SCARF model identifies status, certainty, autonomy, relatedness and fairness drivers
• Intrinsic and extrinsic motivators distinguished when assigning recognition and rewards
• Individual motivation conversations convert preferences into practical management actions

Participants can delegate outcomes clearly while retaining proportionate control over delivery and risk.

• RACI matrix clarifies accountable ownership, consultation and information requirements
• Delegate outcomes with boundaries, authority, resources, checkpoints and acceptance criteria
• Match assignments to capability, development goals and operational risk
• Brief delegated work using context, intent, constraints and decision thresholds
• Control without micromanagement through agreed review points and exception reporting
• Recover stalled delegation using diagnosis, support, renegotiation and accountability

Participants can lead purposeful conversations that improve clarity, capability and commitment.

• SBI feedback structures observations, behavioural impact and improvement requests
• Active listening uses paraphrasing, probing questions and accurate emotion labelling
• Conduct one-to-ones with agenda, evidence, coaching questions and commitments
• GROW coaching model moves from goal definition to committed action
• Adapt messages for senior sponsors, peers and frontline team members
• Meeting facilitation separates information sharing, discussion, decisions and actions

Participants can address performance gaps fairly, document actions and support development.

• Performance expectations specify output quality, timeliness, conduct and control requirements
• Baseline evidence distinguishes skill gaps, resource constraints and motivation issues
• Performance conversations address observed gaps without assumption or personal judgement
• Document agreed actions, support, review dates and consequences consistently
• Development plans combine stretch assignments, feedback, mentoring and formal learning
• Recognition practices reinforce specific behaviours, contributions and team standards

Participants can diagnose conflict, hold constructive conversations and select appropriate resolution methods.

• Thomas-Kilmann modes guide competing, collaborating, compromising, avoiding and accommodating choices
• Separate positions from interests before proposing options or trade-offs
• Use interest-based negotiation to resolve workload, priority and resource disputes
• De-escalate emotionally charged conversations through acknowledgement, pauses and agreed facts
• Address incivility promptly using behavioural evidence, impact and required change
• Escalation decisions follow authority limits, policy obligations and risk severity

Participants can make better team decisions and lead people through operational change.

• Decision rights allocate recommendation, approval, consultation and execution responsibilities
• RAPID framework clarifies who recommends, agrees, performs, inputs and decides
• Root-cause analysis distinguishes symptoms from process, people and control failures
• Force-field analysis identifies drivers, resistance and actions supporting adoption
• Communicate change through case, impact, involvement, support and reinforcement
• After-action reviews capture lessons, commitments, owners and review dates

Participants can build trust, inclusion and accountability across dispersed and diverse teams.

• Inclusive leadership counters proximity bias, interruption patterns and unequal voice
• Hybrid meeting protocols establish participation, documentation and decision-recording rules
• Build trust through reliability, transparent reasoning and consistent follow-through
• Cross-cultural communication checks assumptions about hierarchy, directness and disagreement
• Remote performance management uses visible outputs, check-ins and workload signals
• Team rituals create connection, learning exchange and shared recognition

Participants can create an evidence-based plan for improving leadership effectiveness after the course.

• Stakeholder maps identify expectations, influence, information needs and engagement actions
• Leadership diagnostic prioritises two behavioural changes using evidence and feedback
• Thirty-day action plan schedules conversations, delegation, feedback and operating routines
• Success measures track delivery, team climate, capability and stakeholder confidence
• Peer accountability agreements set review dates, evidence and challenge questions
• Personal reflection converts course insights into repeatable leadership habits