Team Building   

Good teamwork requires more than a group of people who like each other. Good teamwork requires strong, positive leadership, clear direction, and a common goal that the whole team desires to achieve. If you are a leader who desires to improve the current level of performance in your team, this course will give you the tools you need to achieve new levels of success!

Topics will include: What it Means to Have a High-Performing Team; Leading High-Performance Teams; Why Teams Fail to Perform; Best Practices for Building High-Performance Teams; Evaluating Team Performance; Drafting Your Performance Improvement Plan of Action

Team leaders, supervisors and other mid-range managers can sometimes suffer from “middle child” syndrome. They do not get the consideration given to individual contributors because they are categorized as leaders.  But they do not get the respect, deference, and resources that executives receive, because they are not executives.   

So how does one achieve performance goals and juggle the administrative tasks required for middle management success, without the weight of executive authority or direct impact on production?  

In this course, we will discuss what it takes to be an effective middle manager and reveal best practices to help you position yourself and your team for success.  

Topics will include:  

• What it means to be a middle manager 

• Positioning your team for success 

• Managing for performance 

Audience: Supervisors and other managers or team leaders not serving in an executive role. 

This 2-hour program is for front line to mid-level management, team leads, supervisors, shift managers and other leaders not serving in senior level or executive roles. In this program participants will learn:

• The role of trust in work environments
• How to determine if your team lacks trust
• How to build trust on a team with employees and new hires

Team leaders, supervisors and other mid-range managers can sometimes suffer from “middle child” syndrome. They do not get the consideration given to individual contributors because they are categorized as leaders.  But they do not get the respect, deference, and resources that executives receive, because they are not executives.   

So how does one achieve performance goals and juggle the administrative tasks required for middle management success, without the weight of executive authority or direct impact on production?  

In this course, we will discuss what it takes to be an effective middle manager and reveal best practices to help you position yourself and your team for success.  

Topics will include:  

• What it means to be a middle manager 

• Positioning your team for success 

• Managing for performance 

Audience: Supervisors and other managers or team leaders not serving in an executive role. 

Team leaders, supervisors and other mid-range managers can sometimes suffer from “middle child” syndrome. They do not get the consideration given to individual contributors because they are categorized as leaders.  But they do not get the respect, deference, and resources that executives receive, because they are not executives.   

So how does one achieve performance goals and juggle the administrative tasks required for middle management success, without the weight of executive authority or direct impact on production?  

In this course, we will discuss what it takes to be an effective middle manager and reveal best practices to help you position yourself and your team for success.  

Topics will include:  

• What it means to be a middle manager 

• Positioning your team for success 

• Managing for performance 

Audience: Supervisors and other managers or team leaders not serving in an executive role.