Many companies have attempted to create high performance teams only to suffer disappointing results. Part of the problem involves unrealistic expectations of management when they attempt to introduce such changes into their organization. There is also frequently a lack of preparation on the part of team leaders and members.

The success of self-directed team development depends on many factors, including organizational support, competencies and effective leadership. It also depends on team leaders and members working together to develop and execute a comprehensive strategic plan.

This workshop trains participants to set realistic expectations for team leaders and members. It provides a foundation for starting the planning and formation stages. It is advisable that both leaders and members attend the workshop, as it outlines both leader and member expectations and responsibilities. This is especially true for newly formed teams and those in the formative stage

Workshop Participants Will Learn:

	Role expectations of both leader and member of self-directed teams.
	An overview of the team development process.
	The differences between traditional hierarchical organizations and self-directed team structures.
	Leadership skills necessary for successful team development

Who Should Attend?

	Team leaders and team members
	Managers planning to move from a traditional to a team organizational structure
	Supervisors planning to transition from traditional to team responsibilities
	Members of an existing work group that will transition to a self-directed team environment.
	Entire teams in the planning and formative stages of development

Workshop Content
A Review of the Development Process:
A seven step process beginning with the creation of a strategic plan and continuing on to team integration and maturation. Each step will be explained in detail. If the entire class is composed of one team, the development process will be specific to the team.

Team Empowerment Concepts:
  Moving the team through the stages of empowerment
  A.R.I.A. (Authority, resources, Information & accountability)
  The shared accountability concept
  Supporting versus controlling behaviors

The Team as a dynamic group:
  Transition from supervisor to team leader
  Managing change, conflict and growth
  Creating a competency inventory, identifying skill dificiencies and developing training plans
  Essential competencies for Team Leaders
  The trust/collaboration connection