teambuilding

     Do you want to?:

Perhaps you can’t quite assess why it is that a Group of Great People are, sometimes, unable to make a Great TEAM?

The Harvard Business Review has hailed emotional intelligence as “a ground-breaking, paradigm-shattering idea, one of the most influential business ideas of the decade.” 

Emotional intelligence or EI is the ability to recognise, understand and handle your own emotions, and those of the people around you. A development of Self Awareness and Other Awareness makes E.I. the critical personal development tool for those wanting to excel at Leadership and those wanting to create or participate in High Performing Teams. People with a high degree of emotional intelligence know what they are feeling, what their emotions mean, and how these emotions can affect other people.

This two-day CPD Accredited Workshop from MTC utilises approved British Psychological Society’s Emotional Intelligence Profiling for each Team Member and will create a detailed assessment of the TEAM’s Emotional Intelligence.

In the current climate the need for imagination and innovation is greater than ever.
Small and large businesses need to adapt and shape their plans to survive and flourish in the pandemic and post-pandemic world.
But how do leaders gain trust to create the change businesses need to survive?
How do they create trust in virtual or separated teams who they need to adapt to change and innovation?
This is especially challenging in a changing world where difficult decisions that leaders need to take often result in a breakdown in trust.
And we all know that repairing trust is far, far harder than building it from the ground up could ever have been.

Building Trust in Teams

Today’s new world leaders need to be able to develop virtual team leadership that enables then to build high-trust, high-performance teams.

By using this straightforward approach virtual or remote teams are better able to move forward, grow and overcome the significant challenges they are facing.

The E.I. Profiles will create a dashboard view for the all of the Team measuring all of the key business drivers for Team Effectiveness.

Click here  to see a sample of an Emotionally Intelligent E-Team Profile Report

Click Here to a video to see the processes of the EBWt Team Effectiveness Interventions

This 2-Day, CPD Accredited Workshop is £1,495 + VAT + £60 per (includes TWO E.I. Profile Reports – 1 for the Individual Personal Emotional Intelligence Profile and one for the E-Team profile)  – for up to 12 delegates, in-house.

teambuilding

How to Overcome The 5 Dysfunctions of a Team – Patrick Lencioni

“Coming together is a beginning, staying together is progress, and working together is success.”  Henry Ford

NOW with Myers Briggs or Emotional Intelligence Profiles at £30.00 + VAT per delegate
Cost: £ 895 per Group of 15 – 1 day: £1,450 for 2 day Workshop

A variety of bespoke Workshops that demonstrate the way to unleash collective potential power in Teams in order to maximise their effectiveness and to give them a competitive edge. The sessions explore Team dynamics, Team psychology, Shared Visions/Goals and Belbin models whilst also building trust, confidence, motivation and morale and utilises innovative Coaching techniques in the pursuit of Team Excellence and effective Teamwork.

This course combines adventure experiential learning and self awareness techniques – either at our Adventure Centre or on-site. The course refers to Patrick Lencioni’s “The 5 Dysfunctions of a Team” and also Dr Stephen Covey’s “The 7 Habits of Highly Effective People”.

SO…. you think you know your Team? …click here to see…..

Understanding your Team Members

The owner of our company was European Vice President of the Electronics Division of 3M for 25 years and it was during this time that 3M were opening a new showroom to showcase their 42,000 products and Edward DeBono graciously agreed to come and open their showroom. hence, our insight into DeBono’s concepts and revelations were as a result of our CEO of working directly with him. Whilst DeBono’s 6 Thinking Hats were created to increase the efficiency of our various thinking styles and to help develop our “other-awareness” as we see the problem from 6 different perspectives, it actually evolved into being a tool to help us understand different “types” of personality. It serves as an excellent introduction to self and other awareness as a way of understanding our customers, colleagues and team members.

Overcoming The 5 Dysfunctions of a Team: Patrick Lencioni

Patrick Lencioni has been described by the One-Minute Manager’s Ken Blanchard as “fast defining the next generation of business thinkers.”

His passion for organisations and teams is reflected in his writing, speaking and consulting. He is the author of five business books, including The Five Dysfunctions of a Team, which continues to be highlighted on The New York Times, Business Week, Wall Street Journal and USA Today best-seller lists.

Pat’s work has also been featured in numerous publications such as Fast Company, INC. Magazine, USA Today, Entrepreneur, Drucker Foundation’s Leader to Leader and The Harvard Business Review and this module will encourage delegates to carefully consider Lencioni’s 5 dysfunctions of Teams.

MTC have been the preferred supplier to the MOD for Leadership, Team Working, Emotional Intelligence and Conflict Resolution Development since 2004 and have trained over 5,000 Military personnel across 60 RAF, Army, Navy and Tri-Services locations across the world. Even the Red Arrows have participated in the MTC Team Working workshops utilising The 5 Dysfunctions of a Team concepts.

In brief summary, the 5 principles are as follows:

1. Absence of Trust

The first dysfunction is the absence of trust amongst team members. The type of trust the author is talking about here is the ability of group members to show their weaknesses, to be vulnerable and open with one another. Trust is never generated in teams when the team members are not prepared to be vulnerable. Instead they feel the need to be right, to be strong and competent, so much that they are unable to be vulnerable and open with one another. Trust requires that team members have confidence in each other intentions, that they are good and therefore have no reason to be protective and careful in the team. The when I ‘m vulnerable it will not be exploited and used against me by the team. The lack of trust amongst teams is a huge waste of time and energy as team members invest their time and energy in defensive behaviours, reluctant to ask for help and to assist others.

“…teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.”

The primary role of the leader is to lead my example, be the first one to be vulnerable, and create an environment where it’s safe to be vulnerable. Building trust makes conflict possible!

2. Fear of Conflict

Trust is the foundation of great teams and its trust that makes team conflict possible. Teams become dysfunctional when they are unable to productively deal with conflict. All meaningful relationships require productive conflict for them to grow. Healthy conflict occurs when people talk about the issue at hand avoiding personal attacks, looking for the best solution for the team. Teams tend to avoid conflict often replacing it with an artificial harmony.

“Harmony itself is good, I suppose, if it comes as a result of working through issues constantly and cycling through conflict. But if it comes only as a result of people holding back their opinions and honest concerns, then it’s a bad thing.”

What Leaders and their teams must do is learn to identify artificial harmony when they see it, and incite productive conflict and resolution in its place. As Bruce Tuckman identified, every Team goes through a “STORMING” stage in its dynamic evolution and this frequently manifests itself as “conflict”.

3. Lack of Commitment

When teams engage in productive conflict they can confidently commit and buy-in to decisions. Commitment is a function of clarity and buy-in. Productive teams make clear decisions and are confident that they have the support from every team member. A lack of commitment usually arises from not hearing all the teams concerns before making a decision. There can be no commitment without debate. People will not buy into something when their opinions and thoughts on the matter were not included and discussed. “If they don’t weigh in, then they won’t buy in.” This is not as much about seeking consensus as it is about making sure that everyone is heard.

“The point here is that most reasonable people don’t have to get their way in a discussion. They just need to be heard, and to know that their input was considered and responded to.”

Leaders can help to facilitate commitment by reviewing all key decisions made at the end of team meetings, making responsibility and deadlines clear.

4. Avoidance of Accountability

Without team commitment you cannot have accountability. If the team is to be accountable, everyone must have a clear understanding of what is expected of them.

“People aren’t going to hold each other accountable if they haven’t clearly bought in to the same plan.”

It’s often the case, that when teams are not holding one another accountable it’s usually because they’re not measuring their progress. It’s important to make clear what the team’s standards are, what needs to get done, by whom and by when. Ambiguity is the enemy of accountability.

5. Inattention to Results

When teams are not held accountable the team members tend to look out for their own interests, rather than the interests of the team. A healthy team places team results as the most important goal. When all team members place the team’s results first the team becomes results orientated.

Leaders need to make the teams results clear for all to see, rewarding the behaviours that contribute to the team’s results. It’s the responsibility of the leader to keep the teams focus on results.

Click Here to watch a short video of The Five Dysfunctions of a Team

Click Here to see how Myers Briggs Type Indicator Profiles link with how to AVOID  Patrick Lencioni’s The 5 Dysfunctions of a Team

Cohesive Teams

By addressing these dysfunctions, what results, is a cohesive team….

“…and imagine how members of truly cohesive teams behave:

  1. They trust one another. 2. They engage in unfiltered conflict around ideas. 3. They commit to decisions and plans of action. 4. They hold one another accountable for delivering against those plans 5. They focus on the achievement of collective results.

                                                           Developing High Performance Teams

                                                           through Team Working Excellence

                                                                               …discover…

                                                    “The 7 Habits of Highly Effective Teams”

                                     £ 895 + VAT for a Group of 12 – NOW Includes a personal

                                      Myers Briggs Type Indicator Profiling for all Delegates

                                                            and an  Individual & Team Mapping

                                                                               OR

£1,450.00 + VAT for a 2 Day Programme – includes Myers Briggs or Emotional Intelligence Profiling FREE OF CHARGE including a “5 Dsyfunctions of a Team Assessment” of YOUR Team… and LOTS of in-house Team Building Activities! 

 What better time is there than the present to develop your team into a High Performance Team in order to take on the challenges of the current climate?

This workshop has been specifically designed:

               Creating Team Working Excellence: Workshop Agenda

                          “The 7 Habits of Highly Effective Teams”

Habit One – “Be Proactive!”

 Habit Two – “Begin with the end in mind”

Habit Three – “Put First things First”

Habit Four – “Think Win-Win”

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