Top performing teams flourish when they leverage the strengths of each team member for utmost effect. TPS team building approach begins building teams with a neuroscience-based approach to identify and confirm each team member’s strengths. Team members also realize the importance of utilizing the human capacity to discover, dream and design. Activities teach processes for forming teams, dealing with the inevitable “storming” phase, the creation of norms, and designing strategies and tactics for performing. Whether held in a meeting room at your location or better yet in the workplace at the point of use by the leaders, this is where the value is created and it is the only place it can be added.
Best Large Corporate Team
Northrop Grumman Naval and Marine Systems Sunnyvale CA is named 2006 California "Flex Your Power" Best Overall Corporation for effort involving energy efficiency and reduction in carbon footprint.
Dr. Wright led the team responsible for this achievement.
Companies spend billions every year to send leaders to multi-day, off-site leadership programs. At the same time they spend only a small percent of the training budget on first-line supervisors.
It’s those first-line supervisors that make most of the difference. Think about when you were a child, you always knew the name of your parent’s supervisor, but rarely knew the name of the CEO. That’s normal.
To make matters worse, most leadership training uses unsuccessful methods. Companies spend billions every year on classroom-based training that isn't much different from what you’d see if you could go back in time to almost any early business program.
In both cases there’s one person in front of the room talking to a bunch of other people. Oh sure, today there would be PowerPoint slides and the seats might be more comfortable, but early school teachers would have no trouble recognizing what’s going on.
In this early training model, the instructor lays out some basic principles and then works down to specific applications. That might be great for the teacher, but it’s not the way that most human beings learn best.
Think about any baby you've been around. There’s not a general principle in sight. The baby sees things, touches things, runs into things and tastes things and then turns all those experiences into general principles. This is how most of us learn.
Over the years, I've observed just about every type of leadership training program on the planet. And the sad thing is, most of them don’t even come close to accomplishing what they were designed to do – build better leaders. Today I’ll share the #1 reason leadership development programs fail, and give you things to focus on to ensure yours doesn't become another casualty.
This may be heresy to some – but training is indeed the #1 reason leadership development fails. While training is often accepted as productive, it rarely is. The terms training and development have somehow become synonymous when they are clearly not. This is more than an argument based on semantics – it’s painfully real. I’ll likely take some heat over my allegations against the training industry’s negative impact on the development of leaders, and while this works off some broad generalizations, in my experience having worked with literally thousands of leaders, they are largely true.
My problem with training is it presumes the need for indoctrination on systems, processes and techniques. Moreover, training assumes that said systems, processes and techniques are the right way to do things. When a trainer refers to something as “best practices” you can with great certitude rest assured that’s not the case. Training focuses on best practices, while development focuses on next practices. Training is often a rote, one directional, one dimensional, one size fits all, authoritarian process that imposes static, outdated information on people. The majority of training takes place within a monologue (lecture/presentation) rather than a dialog. Perhaps worst of all, training usually occurs within a vacuum driven by past experience, not by future needs.
You don’t train leaders you develop them – a subtle yet important distinction lost on many. Leadership training is alive and well, but it should have died long, long ago.
How many times have you wished you could spend more time developing your front line supervisors and new managers? You have taken the time to recruit or promote them for a variety of good reasons, but never seem to have the time it takes to coach and mentor them. What if you could spend 50 hours a month concentrating on their development? What would this be worth to you? Do you think there is value in this?
If the answer is yes, then I am the position coach you and your team have been looking for.