Virtual

Contact Manager

Phone:

0800 4 virtual
+644 570 0727
+64 21 620 456

16 Kauri Street, Woburn, Hutt City, New Zealand

email:

Manager@virtual.co.nz




Modules for self empowerment

The following modules have been written and delivered in the past. Most clients find they can select much of the content from this list and any gaps can easily be written.

1 Setting up the team's rules
  • To establish the team's rules
  • To agree what happens to those who break the rules .

2 Understanding the individuals in the team
  • To understand the thinking styles of each team member
  • To understand the strengths and weaknesses of each team member and how they can contribute most successfully to the team.

3 Establishing the team's role
  • To agree what's important about our team and how to make it better
  • To establish the roles in the team, to agree who will fill the roles, for how long.

4 Determining the team's boundary
  • To understand and extend the team's boundary
  • To agree what things the team can control and what things the management must control
  • To plan how to push the boundaries so the team can manage more .

5 Determining the team's purpose
  • To agree the purpose of the team.

6 Improving team information
  • To determine what information is needed; to determine who has it and to plan for how to get it.
  • To determine what information we have that would benefit the rest of the organisation and how we should distribute it,

7 How to Run effective team meetings
  • To understand the characteristics of good and bad meetings
  • To agree how well they are working at present
  • To plan how to improve future meetings.

8 Understanding the strengths and weaknesses of the team
  • To understand the thinking style of the team
  • To understand the strengths and weaknesses of the team
  • To develop strategies to improve the effectiveness of the team.

9 Improving incentive factors for individuals in the team
  • To understand the incentives that appeal to different individuals
  • To agree how well these incentives are being met at present
  • To plan how to improve incentives.

10 Improving team motivation
  • To understand what motivates the team
  • To agree how well they are working at present
  • To plan how to improve the team's motivation.

11 Improving team skills
  • To determine existing skills in the team
  • To agree the required skills for the team in the future
  • To agree the skills gaps
  • To plan to fill gaps.

12 Improving relationships with P.A.L.s of the team
  • To determine which P.A.L.s (Partnership, Alliances and Linkages) will be critical .to the future success of this team
  • To agree the relevance of each P.A.L. to this team
  • To agree what cooperation our team ideally wants from each P.A.L.
  • To agree what cooperation we can ideally offer each P.A.L.
  • To assess the current relationship with each P.A.L.
  • To develop a plans to improve the relationship with each P.A.L.

13 Establishing the team's internal success measures
  • To determine which behaviours will be critical to the future success of this team
  • To agree the importance of each factor to this team (weighting out of 100%)
  • Each period (day, week, month) to assess the team's current performance in each behaviour
  • To develop a plans to improve the behaviours which are falling short.

14 Establishing the team's output performance measures
  • To determine which measures are required to be able to monitor how well the team is meeting its performance measures, especially the requirements of its customers.
  • To take the measures and report them on a regular basis
  • To take corrective action when measures show such action is warranted.

15 Understanding clients better
  • Plan actions required to make clients 'Raving Fans'
  • Create a Client Bill of Rights
  • Plan the best way to communicate with each major client (based on Herrmann)

16 Eliminating unnecessary activities
  • To identify those activities within the team which are unnecessary
  • To plan how to eliminate unnecessary activities so the team can be more efficient.

17 Improving a process
  • To develop the knowledge and skills in process improvement so that the team can go away and over the next 3 weeks use the tools in a real life situation.
  • Over the following three weeks the team will be expected to use the tools to improve an actual process and take recommendations in the form of a business case to the next meeting about how to improve the process.

18 Presentation to management of team's business case for process improvement
  • A presentation to management
  • A demonstration of using the tools
  • A presentation of a process which has been improved
  • Discuss progress to date (what's working, what's not).

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