By Hayes

Training is still an underused management sort. This publication deals a usable, practice-led consultant to constructing the talents to expand your management repertoire. Phil attracts on his years of expertise as either a pace-setter and a trainer to supply perception into training effectively, not only with participants but additionally with groups. A great addition to the increasing training canon. (Andy Firth, Senior advisor, Roffey Park Institute, UK). "Phil Hayes is among the top staff facilitators and coaches i've got ever labored with. that allows you to be aware of his secrets and techniques and precisely what you'll want to do to get an analogous effects - then learn this book". (Jenny Rogers, administration Futures Ltd, UK). while you are a supervisor, trainer or group chief and wish to construct a powerful acting crew of your personal, this publication is the only for you! winning administration and management of groups is a best enterprise precedence. With over twenty years of hands-on event prime and training groups, Phil Hayes provides you with a realistic advisor to workforce improvement. utilizing case stories from perform, the e-book provides crew leaders and coaches recommendation on: becoming a member of groups and being a winning group participant; prime groups to stronger functionality; knowing the position and talent set of the pro crew trainer; extra constructing excessive appearing - and poorly acting - groups; figuring out and dealing with organisational tradition; and, sensible layout information for crew occasions. this can be a must-read for pro coaches, facilitators, specialists, HR execs and running shoes in addition to for managers and leaders.

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Extra resources for Leading and Coaching Teams to Success: The Secret Life of Teams

Sample text

What ‘elephants in the room’ are there? What must this team development process achieve for you personally if it is to have value? What do you not want the team process to do? What would be your advice to me as a team coach if I am to be successful? How could the whole process be sabotaged? How will we avoid such sabotage happening? It should be explained clearly to each member of the team that when you speak to them individually you will respect confidentiality. Your purpose is to collect information to provide the basis of a thematic report setting out key issues the team needs to address.

What have you learned from these situations? What could be stopping you making progress on the issue? What might be the benefit you are getting from not addressing or solving it? What could be the consequences – short and longer term – of not addressing the issue? Focusing on you at your very best – what do you say to yourself about how to address this issue? What options do you have for action? How will you choose between these options? ESSENTIAL SKILLS FOR TEAM LEADERS AND COACHES • • • 29 What is the next action to take?

Not every boss is going to be ideal in this respect. Research published recently by the Gallup organisation shows that across the world and across all demographics the least nurturing relationship you are likely to have in your life is with your boss (Rath and Harter, 2010). Your colleagues could be a valuable source of support and comradeship. Some teams have a form of ‘buddy’ system in which a new team member is allocated an informal mentor who can help you navigate the early stages of a new job.

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