Equip your leaders in collaborative communication, problem solving, and decision making. Equip them so they can enable teams to deliver high performance.
Most executives are members of several teams that are made of peers who have different functions in the organizations. They belong to senior management teams, commercial teams, marketing teams, research teams, product teams, project teams or ad hoc teams formed around specific and immediate initiatives.
Cross-functional teams are typically charged with developing and driving the implementation of the organization’s strategic directions. They are tasked with solving big problems for the organizations.
Yet, many executives do not practice collaborative communication, problem solving, and decision making skills. Either they do not know, or their environment does not encourage them to practice collaboration.
Team leaders are either your best or worst team players. They are also your best and worst models for everyone in the organization.
Many executives are trained as individuals to win against all odds. Unfortunately, they sometimes fail to recognize the enemy.
They compete with each other instead of helping your organization compete with another organization. These attitude forces them to give more importance to competition than cooperation, to be on top the organization, rather than to lift up your organization. They model what you hate most.
Ineffective team members cannot be effective leaders.
Executives can only preach what they practice. They cannot give what they do not have. If they do not know how to synergize efforts with their peers, the best that they can do with the teams they lead is to mouth words like teamwork, unity, cooperation, service, and collaboration.
You know when they are doing it wrong: they complain much about their members. They do not coach. They do not motivate. They do not empower.
Why these problems continue to exist in organizations?
We expect that leaders know how to work together. They would not be in their leadership positions if they were not high performing individuals. Besides, every leader must have mastered the soft skills necessary to become team leaders.
Well, the soft stuff can be harder than you think.
Many cross-functional peer-to-peer teams find problem solving and decision making naturally difficult.
For example, while the Vice President of Engineering is typically well equipped to provide clear direction and produce compelling and analytically sound decisions, his or her skills are usually functionally bound and mostly authority based.
When these persuasive and knowledgeable functional advocates come together to shape or govern the strategic direction of their companies, they can find their collaborative skills inadequate.
The collaborative leadership skills required in the peer-to-peer environment are often inconsistent with functional leadership.
We must also recognize that in many organizations, the environment encourages competition, not cooperation and interdependence, among departments.
Leaders measure his success based on the rank of his or her department in the accomplishment of key result areas. They hoard information. They give false information so as not to give other departments the opportunity to outrank them.
This attitude is not everywhere but it has its cousins and sisters that stunt corporate growth.
The usual culprit, of course, is that organizations do not have rational team leadership development program outside of their annual company outing.
They think that team building is not an opportunity to improve work, but to not think of work.
We believe that every team building is an opportunity to clarify and cement leadership. Of course, very few organization really think that executive team building is necessary.
Executive Team Leadership Workshop
Benefits of a Team Building Workshop
You can expect that at the end of Executive Team Leadership Workshops, leaders will become more cooperative, their relationships to each other are strengthened, they work well interdependently, and they motivate themselves and others to high performance.
What to Expect
Before the Team Building Event
- We clarify the goals and objectives of the organization.
- We identify the actions that support goals and objectives.
- We design the program and develop the activities (including worksheets and team assignments)
- We send communication to participants to set expectations.
- We define the roles as well as the performance profiles of the participants.
During the Team Building
- 6 to 8 games that help build members of the executive team.
- Debriefing sessions
- Action Plan/ Next Steps
After the Team Building
- Weekly Newsletter to Help Develop Teamwork
- One hour Kamustahan three weeks after the workshop.
What Will We Learn?
During the first day of the workshops, you will learn how to collaborate with other leaders in communicating, problem solving, and decision making.
Practice Collaborative Problem Solving and Decision Making
In the Executive Team Leadership Workshops, you will have the opportunity to learn and then actively develop fundamental skills associated with a more collaborative approach to problem solving.
You will learn to identify the sources of conflict and assess what is most important to each of the parties. You can identify solutions that address the real source of concerns and provide the best opportunity to move forward effectively.
You will be introduced to a step-by-step method for engaging in collaborative problem solving.
You will play games and join in simulations where you and other leaders will jointly identify what is most important and develop solutions that meet everyone’s needs.
Workshop participants will first learn the skills and process and then have the opportunity to apply the process to a relevant simulation.
You will have the opportunity to learn and discuss strategies for developing more collaboration in your own teams.
Practice Collaborative Communication
In the Executive Team Leadership Workshop you will build the necessary relationship to lead teams through highly developed communication skills.
In this workshop, you will learn how to be a collaborative leader who makes others feel appreciated and respected.
You will effectively communicate strategies that drive results. You will learn how to detect the ‘emotional receptor’ of yours teams and interact with them to keep your pulse on the common emotions your team members are experiencing.
Learn how to speak with a voice of authenticity, passion and conviction that inspires others.
Convey what you have to say within the context of what other people understand so every word counts.
Finally, learn how to hold your anxiety when others disagree with you, build synergy whenever possible, and use collaborative communication to move the organization toward its mission and long-term goals.
During the second day of the program,learn how to motivate people and drive them to high performance.
You will also be provided with teamwork tools you can use to cultivate the culture of teamwork in your organization.
Develop Your Ability to Motivate and Drive High Performance
Learn how to develop and nurture your motivation skills.
In the Executive Team Leadership Workshop, you will activate your optimal motivation and the optimal motivation of others.
You will enhance your creativity, and increase the likelihood of sustaining high performance and achieving important goals, and perhaps most importantly, enjoy a heightened and lasting sense of positive well-being.
In this workshop, you will understand how your beliefs as a leader influence the performance of your people. Through various experiential activities, you will understand the motivations of people inside your organization.
Talk about excellence is cheap.
In this workshop, you will find why people do not seek excellence and how you can inspire others to perform beyond their invented limitations.
Do you want people to show more malasakit for your organization? You will learn how to empathize and dig deeper as a leader. The more you empathize, the more that your people will understand malasakit. Yes, you can change people’s attitude themselves and about you.
Cultivate the Culture of Teamwork
To make teamwork happen, leaders must deliberately cultivate teamwork.
Communicate that teamwork and collaboration are expected. No one completely owns a work area or process all by himself. People who own work processes and positions need to be open and receptive to ideas and input from others on the team.
Model teamwork in your interaction with other leaders and the rest of the organization. Maintain teamwork even when things are going wrong and the temptation is to slip back into former team unfriendly behavior.
Reward and recognized teamwork. The lone ranger, even if she is an excellent producer, is valued less than the person who achieves results with others in teamwork.
Compensation, bonuses, and rewards depend on collaborative practices as much as individual contribution and achievement.
Learn all these and more in the Executive Team Leadership Workshops.
How Long Is This Team Building Workshop?
You may only need at least two-days to make a memorable Team Leadership Workshop.
Number of Participants
This program is best for 15 to 20 participants.
What Is the Attendance Policy?
Participation is mandatory in order to receive the certificate of completion. (Not everyone needs the certificate, but full participation is always required. No observers.)
Participants who miss more than two hours of the entire program will not be eligible to receive the certificate. We start and end on time.
How Much Is Our Investment?
Discovery (assessment), program design, game development, and facilitation is for 85,000 pesos. This is for less than 40 participants.
For larger audience, we must adjust fees because bigger audiences require more facilitators, games, materials, et cetera.
When event is held outside of Metro Manila and Calabarzon, client is responsible for the transportation and accommodation of facilitators.
Participants who fulfill the attendance requirement will receive a certificate at the end of the program.