Creating High Performance Teams is an on-line workshop designed to provide any team member or team leader with the information and tools needed to both build and maintain highly effective teams. The course deals with the two sides of teamwork... the technical side and the interpersonal side. The technical side describes how high performance teams create their goals/objectives, define roles/responsibilities, identify barriers to effectiveness as well as how to work around these barriers, how decisions are made on effective teams, and how decisions are made.
The interpersonal side of teamwork deals with perceptual differences... why people don't see the world the same and how to bridge the differences, personality differences... which personalities get along and which do not (toxic relationships), and how to get along with every personality style (Versatility). The last subject discussed in this workshop is how to build trust on team.
Creating High Performing Teams is a five-module on-line workshop designed to give both team members and team leaders information on how to both create and maintain highly effective teams. It discusses the characteristics of highly effective team members, the five critical steps for create effective teams (e.g., how high performance teams create their goals, define roles, identify and overcome barriers, and deal with personality differences), dealing with toxic relationships, and how to build trust.
This module in the Creating High Performance Teams workshop outlines those characteristics that differentiate good team members (and leaders) from the not so good. This list is often used by teams to diagnose where they may be having some difficulties so they can fix any team problems.
This module of the Creating High Performing Teams workshop is designed to walk participants through the steps required to actually get a team up and running. It includes how high performing teams create their goals/objectives, define their roles/responsibilities, identify and overcome barriers to success, build infrastructure supports for long-term team health, and deal with different personalities. It also outlines the differences between bad, good, and high performance teams for each of the five steps.
This module of the Creating High Performing Teams workshop helps the participant understand why people don't see the world the same way...and how to overcome these differences. It discusses how people select information in their environment, organize, and interpret this information for maximum impact.
This module of the Creating High Performing Teams workshop deals with the different personalities that exist at any given time on teams. What are the strengths and weaknesses of each personality type, which ones get along with each other and which ones do not (toxic relationships) and why. And the techniques necessary for getting along with everyone...a skill called Versatility.
This module of the Creating High Performing Teams workshop deals with the issue of trust. Trust is a critical component to creating highly effective teams. In this module we discuss what creates trust, what crushes trust, and what has to be by both team members and team leaders to keep trust alive.
Dr. Robbins has been a business psychologist for over 35 years specializing in creating high performing teams, leadership development, change management, and interpersonal influence. He is the author of seven books, including Why Teams Don't Work (winner of the Global Business Book Award), his clients include the CIA, the FBI, the Secret Service, and global companies such as 3M, American Express, Toro, the Mayo Clinic, and many others.
Following his work for the government, he held executive positions at Burlington Northern and Honeywell and is currently on the faculty of The Institute for Management Studies, Argosy University, and as a Senior Fellow of Executive Education at the Carlson School of Management at the University of Minnesota.
Dr. Robbins other book titles are: Turf Wars, How to Speak and Listen Effectively, The New Why Teams Don't Work, Transcompetitiion, The Accidental Leader, and Tack.