September Featured Course: Developing Teamwork

This developing teamwork course is taken over four modules.  The course begins by looking at how high performing teams are built by the fostering of building relationships within the team. Good relationships accept differences in individual personalities and work to the strengths and priorities of the individuals. Here we look at how setting out a team charter detailing objectives and milestones of the team.  Team members understand what is expected of them and the responsibilities they have to meet.

Conflict within teams is examined with the course offering strategies on dealing with the inevitability of conflict. Indeed, some very valuable growth can be gained from using conflict to develop interpersonal skills in team members.

The style of management directly influences how teams work. You will learn how different management styles impact a team and how best to use each of these styles to benefit the team as a whole. The four management styles are:

  • Dominance: These managers have clear expectations, offer quick solutions and aim to do business quickly. They are extremely results driven and value being in charge and problem-solving skills. An example of developing a team that is led by a dominant leader is to avoid too much detail and detailed explanations. Rather the focus of the team is to get things done quickly and be able to offer alternatives quickly if necessary.
  • Influence: This type of manager leads by shared visions and social interaction.  They enjoy leading a team that is enthusiastic and energetic and place a high value on creating a friendly working environment. Difficulty arises for this style of management where control and structure are being implemented.
  • Steadiness: Here we have a management style that values co-operation, loyalty and mutual support in a non-threatening environment. The team works methodically to draw out goals and procedures. They discuss in detail how to

manage projects and how to support one another. It can be difficult for these managers to get to the point in the face of problems that require immediate action without spending much time on detail.
Compliance: These are practical decision makers who work well in a formal environment. They have a strong ability to stand back from their projects and look at them in a dispassionate way. They tend to be well prepared and specific in what they want their team to achieve. This type of manager is very likely to draw up lists of pros and cons to taking a course of action.

Resilience of a Team

After accounting for the management style and how to adapt it to the team, the course concludes with building a team that is resilient. That is, keeping a high level of well being in team members while meeting external pressures in a well-managed way.

We look at, what is termed as VUCA leadership. The term VUCA, an acronym, began being widely used in the 1990s and is based on leadership strategies and theories of Warren Bennis and Burt Nanus. The acronym stands for Volatility, Uncertainty, Complexity and Ambiguity.  These qualities combined, characterise how some difficult situations arise. VUCA is used to present the boundaries teams have to work within and enables them to adapt policy and planning around these qualities.

Health Benefits of Lifelong Learning

Whenever we introduce new skills and knowledge into our daily life, we give ourselves an opportunity to open our minds and appreciate and explore new opportunities

Minimum 4 characters