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General Management

ABC's of Business Writing

The ABC's of Business Writing

Ever judged a book by its cover?

What we write is seen as a reflection of who we are, and the organisation we represent.
What image does your organisation project?
Are you concerned about the quality of your business communications?

Learning Objective:
By the end of the workshop, participants will understand:

Target Audience:
Anyone who communicates in writing... In other words, everyone!
For everyone who needs to write letters (and emails), communicate effectively and look professional

Content:


Length: One full day
Format: Workgroup interactive
Optimum number Participants/facilitator: 18  

Behavioural Interview Skills

Behavioural Interview Skills

Previous Experience
Verbal Communication Skills
Whole Process Time-line
Behavioral Interview Questions
Video Case Study
Simulations

Learning Objective:
To learn and practice behavioral interviewing techniques and the interview process itself including relevant Legislation, to minimize hiring mistakes and give managers more confidence when making critical hiring decisions.

Target Audience:
Anyone conducting recruiting interviews

Content:
Previous experience (start-up session):
Participants recall their own personal experiences, positive and negative, of the interview process both from interviewer and interviewee perspectives. The purpose is to build a menu on the whiteboard of things to work for and things to try to avoid.

Communication:
We focus on verbal communication and how to manage the process of discussion, including a quick study of the fragility of the process via a couple of interactive exercises, then experiment with open questions, restatement and closed questions. We look at filters and barriers to the communications process.

Time-line:
We build on the whiteboard a time-line starting with a vacancy being identified, through job creation, job description and person profile, advertising, CV receipt and phone applications, phone/CV screening, selection for interview, the interview processes, ref checking, job offer and acceptance, Individual Vs Collective Agreements (Duress) and any probationary period. As we build this time-line we discuss Legislative issues, particularly HRA, ERA, Privacy, Fair Trading, and discuss EEO philosophy. We discuss best practice at each point, and the common mistakes and pitfalls.

Behavioural Interview Skills:
Featuring a Video Case Study: ‘More Than A Gut Feel’, a UK production showing the philosophy and methodology of Behavioural Interview Skills, this movie gives a practical and humorous case study giving excellent examples of BI in action, followed by a debrief and debate including group interactive creation of actual questions related to specific real-time job descriptions and person profiles. When run in-house, we practice with the Organisations actual scenarios, either using existing forms or creating new ones.

Simulations:
Run in-house and given sufficient time budget, we can (optionally) embark on several role–play scenarios to allow participants to experiment in a safe, small-group environment.

Length: One very full day, optional 2nd day for practical simulations
Format: Workgroup interactive
Maximum number Participants/facilitator: 15

Coaching & Mentoring

Coaching & Mentoring

What you will learn:
For today's leaders, coaching is a constant requirement because of the need for staff development caused by the pace of change, both in technology and processes, and staff turnover. You will learn how to identify coaching needs, best practice communication skills, learner mindsets, states of competence, and some simple yet effective models on which to build your coaching sessions. You'll examine behaviour- based coaching and cognitive coaching. You'll also learn your own learning style and what it takes to be an effective coach. Mentoring requires similar skills but they are applied in a different way, assisting others in their thinking processes to enable them to determine their own way forward or find their own solutions.

What you will be able to do:


What we will cover:


Who should attend:
All levels of management and any person needing to coach others in the workplace in order to maximise individual productivity and potential.

National Qualifications Framework (NQF) Record of Learning:
To record the credits for this course on your NQF Record of Learning held by the NZQA, you will need to successfully complete the prescribed Unit Standard Assessment listed below:

Unit Standard: 7114 Design and evaluate assessment materials
Version: 3 Level: 5 Credits: 8

Length: One full day
Format: Workgroup interactive
Optimum number Participants/facilitator: 16

Debt Recovery

Debt Recovery

The People Skills of Debt Recovery

Attitude
Before Making the Call
Documentation
Communication Skills
Conflict Resolution
Stress Management

Learning Objective:
Learn the People Skills associated with successful Debt Recovery.

Target Audience:
Staff members, Managers and owners who are responsible for Debt Collection.

Content:
Knowing your client, what your Attitude should be, what procedures and  paper work should be in place before allowing Credit Sales. Communication skills, procedures to be used when making Phone calls, how to keep good records and documents to allow your Collection Agency (or you) the best chance of success if you proceed to legal means, how to minimise and manage conflict, and simple Stress Management.

A practical video will be shown reinforcing the main points of the programme.

Length: One full day
Format: Workgroup interactive
Maximum number Participants/facilitator: 15

Decision Making

Decision Making

Decisions,
Decisions,
Decisions!

Decision-making skills for Management

Learning Objective:
To learn and practice decision-making skills, problem-solving techniques, prioritisation, delegation  and Time Management skills, and select from a participant-driven menu of other add-on skills,  through the medium of a real-life case study.

Target Audience:
New managers, or as a refresher for middle-senior managers.

Content:
On the first day, an 'In-Tray' is provided composed of innocent-looking routine memo's, letters and  other documents, such as occur in real life. Participants work their way through this individually and against a pressured time-limit, drawing on their existing skills. Team discussions then dissect and compare against a model. Theoretical constructs and techniques (problem-solving, decision- making, prioritisation etc) are then provided and discussed. In -Tray two arrives, with matters of a more complex nature, and participants are again on their own, at a more senior level, against the  same time limit. A menu of one-hour theory presentations is then offered, covering topics such as  Communications, Time Management, Delegation, Leadership, Motivation, Negotiation - and at any  time the team can ask for an input session on one or more of these subjects. The second In-Tray is  then discussed. Practical exercises are sprinkled throughout.

Length: Three very full days
Format: Workgroup interactive
Maximum number Participants/facilitator: 15

Disciplinary & Termination

Disciplinary & Termination

A practical approach
Updated for ERA Amendment Act No 2, 2010

Good Faith
Performance Gap Analysis
Performance Feedback in Counseling
Warnings Process
Termination
Personal Grievances

Learning Objective:
For new HR Managers (or as refresher/update), Line Managers & Supervisors to discuss & examine legislation & techniques relevant to the performance management of staff, and ongoing maintenance of good industrial relations, with a particular focus on avoiding personal grievances or other legal action. Uses NZ recent case study material. Updated for ERA 2010.

This one-day workshop is designed to provide practical, hands-on process models and best-practice systems for dealing with performance problems. The intention is to treat staff fairly and give them the opportunity to succeed. We need to use best-practice systems that comply with the principles of Good Faith yet at the same time provide a documented, evidence-based path to rely on that minimises the risk of a successful personal grievance.

What you will learn:

 What we will cover:

Warnings:

Instant Dismissal:


Duration: One full day: 9.00am (sharp) to 4.00pm (approx)
Format: Workgroup interactive.
Optimum numbers:
15

Employment Law

Employment Law

Employment Law for Line Managers

Includes content to meet NZQA Unit Standard 19796: 'Demonstrate Knowledge of Employment Law', Level 4 Credits 6

The content list includes:

To satisfy the requirements of the Unit itself:


PLUS: To round out the subject and add extra practicality:


For on-site help with Employment Relationship problems, PG's and the whole FR function check out The People Effect.

Although this is a stand-alone workshop, it also forms part  of STA's National Certificate in First Line Management,
which you might want to look at!

Post-course Assessment against the Unit Standard incurs a separate assessment fee of +GST per person, plus credit reporting fee.

Length: A one-day intensive workshop.

Induction Programme Design

Induction Programme Design

What you will learn:
It is important to make new employees feel they are a vital part of your organisation. They also need to feel safe and have a plan to start them on a development programme.

You will be able to create an induction programme for your workplace that:


What we will cover:


Who should attend:
Anyone who needs to create, facilitate and manage induction programmes

Length: Half-day, 9am-1pm
Format: Workgroup interactive
Optimum number Participants/facilitator: 16 

Introduction to Management

Introduction to Management

What you will learn:
Discover what it takes to become an effective manager in today’s business climate. This intensive course deals with people and management issues with clear guidelines given every step of the way.

What you will be able to do:


What we will cover:


Who should attend:
Newly appointed Managers and those responsible for team or unit management.

National Qualifications Framework (NQF) Record of Learning: To record the credits for this course on your NQF Record of Learning held by the NZQA, you will need to successfully complete the prescribed Unit Standard Assessment listed below:

Unit Standard: 8496 'Develop and maintain a safe and supportive working environment' Version: 2 Level: 5 Credits: 5
Length: Two full days
Format: Workgroup interactive
Optimum number Participants/facilitator: 16

Meetings - Bloody Meetings!

Meetings, Bloody Meetings

Do you need a meeting?
Who’s invited?
Leaders and Participants
Agendas/Objectives
Control Factors
Follow up

Learning Objective:
To learn methods and processes that will improve the productivity of meetings you run, or attend.

Target Audience:
Anyone who organises or has to attend meetings. In other words, everyone!

Content:
A mixture of logic and common sense, that starts with a question "Is a meeting really necessary?", Cost of meetings, rated in terms of collective wages, and lost opportunity. Cost of bad meetings - wages, opportunity, and demotivated people. Meetings as an investment - would you be a shareholder? If your portion of the cost of a meeting was charged to you personally - would you pay the bill? Meetings have suppliers and customers. Is yours profitable? 'Who should we invite?', If you didn't say anything at your last meeting, and haven't got something to do as a result of it, Logic = why were you there? Advance warning, advance preparation for those contributing, 'check calls' to ensure people have prepared. Choosing a suitable time and venue. Setting meeting Objectives, Preparing an Agenda and doing time calculations so the invite specifies a start and finish time. Responsibilities of organisers, attendees, and Meeting Leader. Issuing Agendas in advance, handouts. Ensuring data is available in advance - discipline issues. The solutions rule - "Bring your complaint wrapped in a solution sandwich" The criticism rule - "Follow your criticism with your idea of how to do it better" Timekeeping, Start time, Agenda item timing, finish time. Prioritising of Agenda items. Staying on the Subject. Dealing with late-comers. Authority issues. Managers leading by example - the more senior, the better the example should be. When is a meeting Leader being too controlling? Appointing a Sheriff. Meeting courtesies and protocols like mobile phones and 'the revolving door'. All staff are equals and deserve courtesy. Using 'visiting staff' Use of Open questions to draw out responses, and Closed questions to 'direct traffic', get agreement, or change the subject. Recording minutes and agreements. Summarising decisions and agreements Dead-lining, and appointing a Sheriff to check progress between meetings. Setting the next meeting date.

Length: Half day
Format: Workgroup interactive
Optimum number Participants/facilitator: 18

Negotiating Employment Agreements

Negotiating Employment Agreements

Updated for ERA Amendment Act 2010
Negotiation Skills
Communication Skills
Employment Relations Act
Sample Agreement

Learning Objective:
To learn and practice the skills required to conduct negotiation sessions for Employment Agreements,  from either side of the table, with the objective of stable, long-term, mutually profitable  relationships.

Target Audience:
Employers and Employees, Unions and Bargaining Agents. The course is not biased  towards any particular  viewpoint.

Content:
Win-win negotiation: Setting the rules, context and environment, planning for flexibility,  preparation, planned alternate strategies, looking for common needs, playing the 'if-then' game, power tactics, finding durable solutions. 'Devil's advocate rehearsals'. Video-based case study. Practical team role-play sessions.
Communication: Mechanics of communication, verbal/written comparisons, use of simple language, body signals, filters & screens, positive questioning techniques, real listening,  restatement  techniques, importance of affinity & reality to shared understanding.
The Act: A brief look at the ERA (copy of Act provided), with particular attention to terms such as 'Good Faith',  'Harsh & Oppressive', 'Duress', "Undue Influence', 'Partial Lockout', and with case studies to  illustrate.
The Agreement: Study of a sample "For Training Purposes Only" Agreement, as a discussion point.

Practical exercises are sprinkled throughout.

Length: One full day
Format: Workgroup interactive
Maximum number Participants/facilitator: 15

For practical help, representation and advocacy, check out The People Effect

Negotiation Skills

Negotiation Skills

Negotiate for Mutual Gain

Negotiation Skills
Communication Skills
Meeting Skills
Team Simulation Exercises

Learning Objective:
To learn and practice the skills required to conduct negotiation sessions for any purpose, with the  objective of long-term mutually profitable relationships.

Target Audience:
General. Obvious applications: Business contracts, Employment contracts, Sales/Purchasing  contracts. New managers, or as a refresher for middle-senior managers.

Win-win negotiation:
Setting the rules, context and environment, planning for flexibility,  preparation, planned alternate strategies, looking for common needs, playing the 'if-then' game,  power tactics, finding durable solutions. 'Devil's advocate rehearsals'. Video-based case study.  Practical team role-play sessions.

Communication:
Mechanics of communication, verbal/written comparisons, body signals, filters &  screens, positive questioning techniques, real listening, restatement techniques, importance of  affinity & reality to shared understanding.

Meetings:
Running efficient meetings, agenda's, room set-up, maintaining control, encouraging  input, setting meeting objectives, developing action plans, recording agreements.
Practical exercises are sprinkled throughout.

Length: One or two full days (optional)
Format: Workgroup interactive
Maximum number Participants/facilitator: 15

Performance Counseling, Disciplinary & Termination

Performance Counseling, Disciplinary & Termination

A practical approach
Updated for ERA Amendment Act No 2, 2010

Good Faith
Performance Gap Analysis
Performance Feedback in Counseling
Warnings Process
Termination
Personal Grievances

Learning Objective:
For new HR Managers (or as refresher/update), Line Managers & Supervisors to discuss & examine legislation & techniques relevant to the performance management of staff, and ongoing maintenance of good industrial relations, with a particular focus on avoiding personal grievances or other legal action. Uses NZ recent case study material. Updated for ERA 2010.

This one-day workshop is designed to provide practical, hands-on process models and best-practice systems for dealing with performance problems. The intention is to treat staff fairly and give them the opportunity to succeed. We need to use best-practice systems that comply with the principles of Good Faith yet at the same time provide a documented, evidence-based path to rely on that minimises the risk of a successful personal grievance.

What you will learn:

 What we will cover:

Warnings:

Instant Dismissal:


Duration: One full day: 9.00am (sharp) to 4.00pm (approx)
Format: Workgroup interactive.
Optimum numbers:
15

Performance Feedback & Review (Appraisals)

Performance Feedback & Review (Appraisals)

Communications
Behavioural Interview Skills
Problem-Solving
Motivation
Legislation

Learning Objective:
To be able to carry out effective formal and informal appraisal sessions that review performance & behaviour in an objective, sensible, meaningful way, that motivate and set progress goals.

Target Audience:
All those responsible for other staff.

Content:
Discuss goal-setting principles, refreshing motivation and communication theory already learned,  balancing rules & policy against individual needs, preparing both participants in the process,  looking at a sample PFM document and pre-advice note, video-based case studies focussed on  problem-solving approach, Win/Win approach, role-play scenarios, volunteers for vidcam role-play  study.

Impact of Privacy Act, Human Rights Act, Employment Relations Act and case studies of Personal  Grievances caused through inattention to (or ignorance of) these Acts. Video-based case study of  Management-level Performance Feedback Meeting.

Length: Two full days
Max. no. of participants: 15

Need a Review system created for you? Check out 'The People Effect'

Performance Management

Performance Management

(see also 'To Performance Manage or Discipline?', and 'Avoiding the Personal Grievance')

What you will learn:
Done correctly, Performance Management is the process of proactively providing feedback to your employees that will help enhance the quality of your relationship with them, as well as their success in achieving identified goals.

What you will be able to do:

Presentation Skills

Presentation Skills

Skills that create the right image and send the right message

Learning Objective:
To learn and practice the skills needed to arrange and present personal presentations, of a  standard that ensures good audience reception, transmits the desired message in a polished &  professional way, and inspires the target audience to support your cause/ buy your product or  service/ or just listen with interest, depending on your objective.

REQUIRES PRE-COURSE PREPARATION.

Target Audience:
Anyone wishing to appear in front of others to speak for any purpose.

Content:
One-Day Version: During the day, participants present pre-prepared 10-minute presentations (to a  supplied format), which are recorded on individual VHS tapes. These are critiqued by the group in  a mutually supportive & constructive manner, which is made easier by the small group size (6). As  the theory/skill sessions progress, teams are required to create 'spot' presentations, working together  and using the theory/skill just discussed. The facilitators use themselves as an object lesson,  including 'how-not-to's'  for dramatic effect.

Theory/skills content: Visual appearance, energy & authority, professional conduct, sincerity,  humour, sexism, slang/jargon. Room set-up, establishing rules, audience control, format/style,  voice techniques, microphones, visual aids, planning session outlines, preparation/use of scripts,  dealing with nervousness, venue preparation, rehearsals, preparation checklist.

Two-Day Version: Same theory/skills content, but we can experiment more, including "before & after"  comparisons by doing another presentation-to-camera on the second day.

Length: Optional one or two full days
Format: Workgroup interactive
Maximum number Participants/facilitator: 6 (one-day format) or 10 (two day)

Project Management

Project Management

Team Dynamics
Problem Solving
Project Planning & Control

Learning Objective:
To examine the role and skills essential for effective Project Management.  The process will involve  examining the communication process, how teams are formed and their dynamics, problem solving  skills and actual Project Management involving planning, scheduling and control of projects.

Target Audience:
Those people with Project Responsibility including Project Managers, Department Managers,  Project Leaders, Line Managers and Supervisors looking for a practical course in Project  Management.

Content:
Communication skills related to Project Management, covering listening skills, open/restatement/closed method, communication  filters, Affinity/Reality model of understanding, Meeting Skills.  Team Dynamics covering how and why project teams  form, establishing Team objectives and characteristics of successful project teams including a Team Values  exercise.  Project Management including problem solving skills, the need for planning, project  organisation including planning and scheduling.  Critical Path Analysis, Pert, Gantt charts, Budgets and Costings.  Project Reporting and Monitoring Performance.

Two practical project team exercises (simulated projects)

Length: Three full days
Format: Work group interactive
Maximum number Participants/Facilitator: 15

Quality Management

Quality Management (and Internal Audit)

NZQA Unit Standard 19025: Level 4, Credits 7

Concepts & Principles of Quality
Supply Chain Relationships
Responsibility for Quality Management
Principles of Quality Systems
Principles of Quality Improvement
Audit Process and Methodology

Learning Objective:
Achieve Unit Standard 19025: Demonstrate and apply knowledge of quality assurance in a business operation. People credited with this unit standard are able to: explain concepts, systems, and principles of quality and quality assurance; identify the quality assurance requirements for a business operation; and assess the quality assurance system of a business operation.

Target Audience:
Team Leaders, Managers, QA/QC team members.

Content:
Link between Quality, Customers and you. Why do people buy? Definitions: What is Quality? Quality characteristics (Juran), Approaches to defining Quality (Crosby, Juran, NZS9004:1987). Quality and Grade, elements of Quality – design, conformance, performance. Conformance to requirements and fitness for purpose. Quality Loop (Groocock) Vs Quality Spiral (Juran), 7 steps to quality control. Control Loops. Difference between Quality Assurance & Quality Control.TQM, QM, QA, QC – how they fit together.

 

Length: 1.5 Days, followed by Assessment
Format: Workgroup interactive
Optimum number Participants/facilitator: 18

Recruiting Skills

Recruiting Skills

Recruiting & Selection

Defining the Job & the Person
Advertising
Screening
Behavioural Interviewing Techniques
Referee checking
Selecting
Legislation (ERA, Privacy, EEO, FT)

Recruit in haste, repent at leisure..

Learning Objective:
To learn and practice the skills needed to accurately define a position and person profile, write adverts, phone or CV screen to interview shortlist, interview and select the best candidate.

Target Audience:
Those charged with creating & maintaining an effective work team, and who have authority to hire.

Content:
Job analysis, job descriptions, person profiles, writing good adverts to a formula, using an Agency, EEO and Fair Trading Act, phone or written applications, CV or phone screening, Privacy Act, shortlisting, behavioural interview techniques, questioning/listening skills, ref checking, final interviews, salary/wage banding, Agreements, ERA & Union coverage.

Length: Two full days.
Format: Workgroup interactive
Optimum number Participants/facilitator: 18 

Recruiting the Right Person

Recruiting the Right Person

What you will learn:
Making a poor hiring decision causes extensive ripples in a business. By understanding the key processes and concepts of recruitment, you can select and build a more robust workforce to help achieve your organisation’s goals.

What you will be able to do:

What we will cover:
Preparing a Recruitment and Selection Plan:

Delivering the Plan:

Who should attend:
Anyone involved in the recruitment process.

National Qualifications Framework (NQF) Record of Learning: To record the credits for this course on your NQF Record of Learning held by the NZQA, you will need to successfully complete the prescribed Unit Standard Assessment listed below:

Unit Standard: 25682 'Demonstrate knowledge of staff recruitment and appointment systems in human resource management practice

Version: 1 Level: 4 Credits: 4
Length: Two full days
Format: Workgroup interactive
Optimum number Participants/facilitator: 16

Relationships & Conflict

Relationships and Conflict

Relationship Awareness
Rewarding Environments
Motivational Value Systems
Valued Relating Styles
Conflict Sequence
Conflict Resolution Skills

Learning Objective:
Through a self-survey and facilitated feedback session, discover how you naturally behave and relate to others when things are going well, versus when things are not going so well, and how others react in similar circumstances. Learn how to resolve conflict more effectively using simple models and methods, building on what you've learned about how you and others behave naturally and in conflict.

Target Audience:
Anyone who wants to work more productively and harmoniously with others - particularly in work teams. Any team that is currently dysfunctional due to interpersonal conflict.

Content:
Relationship Awareness® Training (Strength Deployment Inventory® - SDI®) – a modern psychometric instrument based on Elias Porter’s work since 1935, includes a self-survey of the participants own Motivational Value System, Valued Relating Style and Rewarding Environment, allowing participants to identify their ‘natural’ state and then contrast that with how the participant ‘moves’ relating style during conflict (Conflict Sequence).  An understanding of and comparison to 6 other potential styles and their associated conflict sequences.

Conflict: Building on that process we examine the usual causes of conflict and the potential stances that people can take up during conflict, in an examined tension between the drive to satisfy the concerns of others and the drive to satisfy own needs. Video-based case study ‘Dealing with Difficult People’. DESC scripting – a model of ‘scripting’ prior to discussing undesired behaviour in a way that depersonalises the issue, focuses on behaviour only, offers solutions and outlines consequences. Small-group Simulations are used to reinforce and test the models.

‘Relationship Awareness Training’, ‘Strength Deployment Inventory’ and ‘SDI’ are all registered trademarks of Personal Strengths Publishing Inc, Post Office Box 2605 Carlsbad, CA, USA, email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it.

Course fee includes your Strength Deployment Inventory.
Length: One full day.
Format: Workgroup interactive
Optimum number Participants/facilitator: 18

Need a facilitator to mediate internal conflicts? Check out The People Effect

Report Writing

Report Writing

Communications
Four Key Steps
Fog Index

Learning Objective:
To identify techniques that make it easier to select, develop, and sequence the ideas to be conveyed.

Use a four step process to manage the approach to report writing, and the time spent preparing a  report.

Design reports so they best appeal to the person they are intended for. Express ideas clearly, concisely and intelligently to the reader.

Target Audience:
Any person who is required to write reports as part of their normal activities, or who will be  required to write reports in the future.

Content:
Communication skills, giving clear instructions, conversation-management techniques to ensure  full information flow & feedback, practical exercises for comparison of written & verbal methods.  The Four Step process - Preparation.  Decide what to say.  Design for success,  Review and  publish. Practical exercises in punctuation, writing in plain English, and report writing.
Working out the FOG factor.


Length: One day
Format: Workgroup interactive
Optimum number Participants/facilitator: 15

Selling to Key Accounts

Selling to Key Accounts

Innovation in the Approach
Adding Customer Value
Forecasting
Tactics and Teams

Learning Objective:

This Workshop will help you to:


Target Audience:
Sales representatives and key account managers who plan large sales and ongoing relationships with Key Accounts.

Content:
Key Accounts are different, the fundamentals of preparing practical plans, planning winning sales campaigns, account planning for working partnerships.

Participants will be given a campaign planner for subsequent use.

Length: Two full days.
Format: Workgroup interactive, practical exercises
Maximum number Participants/facilitator: 16

Team Building

Building the Team

Players
Leaders
Attributes
Team Survey
Communications

Learning Objective:
To understand why and how Teams form, how they operate, how to manage, motivate and  improve Team performance.

Target Audience:
Anyone who wishes to create a Team, or needs to actively lead, or manage, or simply be a more  effective part of, an existing Team.

Content:
How & why Teams form, the formative process, group norms, establishing entry & maintenance  criteria, establishing Team objectives, characteristics of effective Teams, communications within  & outside the Team, internal/external relationships, Team goal-setting. Group motivation & the  importance of individual difference. Team Values. Team Survey. Leadership styles for Teams. Self-Managing  Teams.

Length: One full day
Format: Workgroup interactive
Maximum number Participants/facilitator: 15

Writing & Agreeing Key Performance Indicators