Team Leadership Training Course

Participants can set clear goals, standards and measures that guide daily team performance.

• SMART objectives linked to service levels, quality measures and deadlines
• Leading indicators distinguished from lagging indicators in team scorecards
• Standard operating procedures converted into observable work standards
• Daily priorities balanced against planned work, urgent requests and constraints
• Define acceptable performance using quantity, quality, timeliness and conduct criteria
• Visual management boards tracking workload, targets, risks and completed actions

Participants can allocate work fairly and delegate tasks with clear authority, support and follow-up.

• Skills matrices identify capability gaps, cross-training needs and allocation options
• Capacity planning compares available hours, demand forecasts and priority work
• Delegation levels matched to employee competence, confidence and task risk
• Assign outcomes, boundaries, resources, deadlines and reporting checkpoints explicitly
• Workload allocation checked for fairness, fatigue, development and business continuity
• Follow-up conversations distinguish support needs from unnecessary managerial control

Participants can plan and lead clear communication routines for coordination, change and escalation.

• Team briefings structured around priorities, risks, decisions and commitments
• SBAR format used for concise operational updates and escalations
• Communication channels selected by urgency, sensitivity, audience and record requirements
• Active listening demonstrated through paraphrasing, probing questions and summarising
• Change messages explain rationale, practical impact, support and next actions
• Meeting ground rules create participation, time discipline and decision clarity

Participants can use practical management actions to strengthen motivation, inclusion and team trust.

• Herzberg's two-factor theory applied to recognition, workload and working conditions
• Psychological safety supported through respectful challenge, questions and error reporting
• Individual motivators identified through structured one-to-one conversations
• Recognition matched to contribution, preference, organisational policy and team norms
• Equity theory considered when allocating opportunities, overtime and development work
• Inclusive leadership addresses voice, respect, access and decision transparency

Participants can deliver evidence-based feedback and coach employees towards agreed performance improvements.

• SBI feedback model separates situation, behaviour and observable impact
• Reinforcing feedback identifies repeatable actions linked to team standards
• Corrective feedback addresses gaps promptly, respectfully and with specific evidence
• GROW coaching model structures goals, reality, options and commitment
• Open questions encourage reflection without avoiding managerial accountability
• One-to-one meeting agendas balance wellbeing, workload, development and performance

Participants can diagnose performance gaps, agree improvement actions and maintain accurate supervisory records.

• Performance diagnosis distinguishes skill, knowledge, resource, clarity and motivation causes
• Fact records separate observed behaviour, dates, evidence and assumptions
• Performance improvement plans specify standards, support, review dates and consequences
• Root cause analysis uses Five Whys before selecting corrective actions
• Review meetings test progress against agreed evidence and measurable milestones
• Escalation routes follow organisational policy, confidentiality and procedural fairness

Participants can prepare and lead constructive conversations about conflict, conduct and sensitive concerns.

• Conversation preparation identifies purpose, facts, risks, desired outcome and boundaries
• DESC script structures assertive requests during challenging workplace conversations
• Interest-based negotiation separates positions, interests, options and objective criteria
• Conflict styles assessed using the Thomas-Kilmann conflict mode instrument
• Mediation steps establish ground rules, viewpoints, options and agreed actions
• Conduct concerns distinguished from capability issues and interpersonal disagreement

Participants can support team members through change while developing capability for future delivery.

• ADKAR model identifies awareness, desire, knowledge, ability and reinforcement needs
• Change impact assessments identify affected roles, processes, skills and risks
• Training needs analysis compares required competence with demonstrated performance
• Cross-training plans reduce single points of failure and absence disruption
• Resistance responses distinguish valid operational concerns from uncertainty and misinformation
• Development goals combine stretch assignments, coaching, training and feedback

Participants can establish a practical 90-day leadership routine for sustained team improvement.

• Weekly leadership routines schedule briefings, one-to-ones, reviews and escalation checks
• Leadership time audit identifies reactive work, priorities and delegation opportunities
• Team health indicators combine absence, turnover, errors, workload and feedback
• After-action reviews capture lessons, decisions, owners and follow-up dates
• Stakeholder maps identify manager, peer, customer and support-function expectations
• 90-day action plan assigns leadership priorities, measures, milestones and review points