LEADERSHIP TEAM BUILDING WORKSHOPS

Team building - facilitated by a professional coach - is an invaluable exercise that every leader should run with their leadership teams. So much of leaders’ time is wasted, in organisations, as they try to work things out as they go along.



They are navigating different personalities, differing values, different strengths & weaknesses, different communication styles and different ways of working. All this whilst trying to deliver on their KPIs, manage senior stakeholders and guarantee success for the organisation. They need a team that is clear on deliverables, expectations and who can unite and deliver as one.

 

But this isn’t always the case. And that’s where our leadership team building programme can help.

LEADERSHIP TEAM

BUILDING WORKSHOPS

Team building - facilitated by a professional coach - is an invaluable exercise that every leader should run with their leadership teams. So much of leaders’ time is wasted, in organisations, as they try to work things out as they go along.


They are navigating different personalities, differing values, different strengths & weaknesses, different communication styles and different ways of working. All this whilst trying to deliver on their KPIs, manage senior stakeholders and guarantee success for the organisation. They need a team that is clear on deliverables, expectations and who can unite and deliver as one.

 

But this isn’t always the case. And that’s where our leadership team building programme can help.

NEW LEADERS

NEW LEADERS

So often we see new leaders thrust into management positions with little support. Not only are they trying to get to grips with their new role and what's expected of them from senior stakeholders, but they’re trying to get to know a new team made up of people they know very little about and have never worked with before. And they’re trying to get their new teams to understand more about them: who they are; how they work; their expectations of a team; and what can be expected of them as a leader.



So often we see new leaders thrust into management positions with little support. Not only are they trying to get to grips with their new role and what's expected of them from senior stakeholders, but they’re trying to get to know a new team made up of people they know very little about and have never worked with before. And they’re trying to get their new teams to understand more about them: who they are; how they work; their expectations of a team; and what can be expected of them as a leader.


LEADERS OF CHANGING/ DYSFUNCTIONAL TEAMS

Things change. Companies change. People change. There might be a new direction for the organisation and what worked before might not be working now. New team members may have joined, old ones may have left, there might be a new strategy. And suddenly things are no longer working in the way you need them to in order to succeed.

LEADERS OF

CHANGING/DYSFUNCTIONAL TEAMS

Things change. Companies change. People change. There might be a new direction for the organisation and what worked before might not be working now. New team members may have joined, old ones may have left, there might be a new strategy. And suddenly things are no longer working in the way you need them to in order to succeed.

NEW LEADERS

DEVELOPING THE BRIEF

We tailor our programmes based on your bespoke needs as a leader, as no two teams are the same. We’re happy to focus on specific themes, of your choice, and align the workshop to the wider objectives of your business, if required.

So often we see new leaders thrust into management positions with little support. Not only are they trying to get to grips with their new role and what's expected of them from senior stakeholders, but they’re trying to get to know a new team made up of people they know very little about and have never worked with before. And they’re trying to get their new teams to understand more about them: who they are; how they work; their expectations of a team; and what can be expected of them as a leader.


LEADERS OF CHANGING/ DYSFUNCTIONAL TEAMS

Things change. Companies change. People change. There might be a new direction for the organisation and what worked before might not be working now. New team members may have joined, old ones may have left, there might be a new strategy. And suddenly things are no longer working in the way you need them to in order to succeed.

WHAT’S THE OVERALL OBJECTIVE?

 • To introduce new leaders to their new teams/ reposition existing leaders with their teams

  (particularly useful during times of change; a new strategy/ direction for the organisation; or
  with dysfunctional teams where changes are needed to ensure success)

• For the team to see themselves as one with shared goals and objectives

• For the CEO/ team leader to outline their expectations of the team and to communicate what
  the team can expect of them

• For the team to feel listened to and part of finding the group solutions to the problems/ hurdles

• For the team to feel empowered to deliver

• For the team to be clear that everyone is accountable for working together to become stronger,
  happier and more successful 

• Building psychological safety within the team

• An understanding of each other’s personality types in order to learn more about how they can work
  more effectively together

• For the team to be involved in developing the values, behaviours and ways of working they will all
  sign up to

 • To introduce new leaders to their new teams/ reposition

    existing leaders with their teams (particularly useful during

    times of change; a new strategy/ direction for the

    organisation; or with dysfunctional teams where changes

    are needed to ensure success)

•   For the team to see themselves as one with shared goals

    and objectives

•   For the CEO/ team leader to outline their expectations of

    the team and to communicate what the team can expect

    of them

•   For the team to feel listened to and part of finding the

    group solutions to the problems/ hurdles

•  For the team to feel empowered to deliver

•  For the team to be clear that everyone is accountable for

   working together to become stronger, happier and more

   successful 

•  Building psychological safety within the team

•  An understanding of each other’s personality types in order

   to learn more about how they can work more effectively

   together

•  For the team to be involved in developing the values,

   behaviours and ways of working they will all sign up to

WHAT’S THE OVERALL OBJECTIVE?

• To introduce new leaders to their new teams/

reposition existing leaders with their teams      (particularly useful during times of change;

a new strategy/ direction for the organisation;

or with dysfunctional teams where changes

are needed to ensure success)


•  For the team to see themselves as one with

shared goals and objectives

•  For the CEO/ team leader to outline their

expectations of the team and to communicate what the team can expect of them

• For the team to feel listened to and part of finding the group solutions to the problems/ hurdles

• For the team to feel empowered to deliver

• For the team to be clear that everyone is

accountable for working together to become    stronger, happier and more successful 

• Building psychological safety within the team

• An understanding of each other’s personality  types in order to learn more about how they can work more effectively together

• For the team to be involved in developing the  values, behaviours and ways of working they will all sign up to

Working with you to reach your goals as a senior executive

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