Team Facilitation: Leading High Performing Teams

A guide to the skills of leading teams, communication and decision-making.
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  • Lectures 18
  • Length 3 hours
  • Skill Level Beginner Level
  • Languages English
  • Includes Lifetime access
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    Available on iOS and Android
    Certificate of Completion
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About This Course

Published 1/2015 English

Course Description

If you are an entrepreneur, a manager wanting to move up in responsibility, or someone who simply wants to work well with others, this course provides the essential skills of leading teams. You cannot succeed today without the skills of leading groups well.

The instructor has been developing teams and team leaders, from the CEO's of Fortune 500 companies, to front line teams in manufacturing plants, for the past forty years. He is the author of ten books on teams, leadership and lean management. He has worked with Honda and Toyota, Shell Oil Company, American Express and dozens of other corporations as well as small start ups. He has been the CEO of a consulting firm for twenty five years. In other words, he has a great deal of experience in team leadership and facilitation.

This course provides all of the essential skills of creating unity of energy and effort on a team; bring the team to consensus; and conducting virtual team meetings.

This course provides the knowledge and skills that will be essential to your capability as a leader.

What are the requirements?

  • They should give consideration what to what type of team they are leading, who the members are, and some assessment or observation of the teams strengths and weaknesses.

What am I going to get from this course?

  • 1. To gain an understanding of the essential skills and behavior of effective team leaders.
  • 2. To practice those behaviors that lead to optimum participation and commitment to action by team members.
  • 3. To learn the critical listening skills that are essential to all personal communications and to team leadership.
  • 4. To understand when and how to use each of three decision-making styles: command, consultative and consensus.
  • 5. To learn how to both give and receive feedback, or “straight-talk”, in a manner that leads of learning and continuous improvement.
  • 6. To learn the critical skills of effective leading virtual teams to effective performance.

What is the target audience?

  • This course is for anyone who currently or in the future will lead teams and who wishes to improve their facilitation, communication, and decision-making skills.

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.

Curriculum

Section 1: Introduction
13:57

This lecture is an introduction to this course. I review the purpose, objectives and outline.

Please be sure to take a look at the attachment. This document has a lot of information, particularly for team coaches. It defines the role and competencies of team coaches, key skills, a behavior contract between coach and client, and other helpful forms.

Course Purpose:

  • To lead teams effectively
  • Eliminate waste from meetings
  • Create unity of energy and effort
  • Make effective decisions
  • Action, action, action.
09:57

This lecture is not a comprehensive definition of facilitation (the entire course does that), but it does point to some particularly important attitudes and sensitivities that are at the heart of facilitation.

Please download the look that the attached file. This is one third of my Team Kata book - all the chapters dealing with facilitation skills, decision making, etc. This should be considered a companion book to this course.

To Facilitate:

§…is to enable others, all, to make their contribution.

§…is to be aware of one’s own behavior and how it affects the behavior of others.

§…is to be sensitive to the diverse needs of individuals and to value their contribution.

Section 2: The Eight Essential Facilitation Skills
The Skills of Organizing and Clarifying
15:09
09:14

Motivating:

  • Being “attentive” to the person speaking. Eye contact, nodding your head in approval.
  • “That’s a very good point.”
  • “I know this is a difficult topic, but I feel like we have made good progress.”
  • “Harold, I think you probably have some good insights on this subject.”

Comforting:

  • Expressing Empathy:
    • “I can understand that… (the reason for their concern)….may cause you to feel.(a word like ‘worried’, or ‘upset’)”
    • “It must be … (feeling work like “difficult, or painful”)…when … (the circumstance causing the difficulty).
  • Ask for temperature taking: “How are others feeling about this.” “Jane, are you OK with this discussion?”
  • Take a break.

Controlling – Playing the “Cop”

  • Calling “time-out”
  • Call for gaining perspective
  • Call for more data
  • Call for others to participate
Essential Skills 1
5 questions
07:31

Keys to Concluding a topic of meeting:

  • The Agenda and Time limits
  • The Skill of Summarizing
  • Asking for Consensus
  • Reviewing Decisions and Gaining Agreement
  • Do Goods – Do Better
  • Next Meeting Agenda
Resolving Conflicts within the Team
15:15
Essential Skills 2
5 questions
Section 3: How to Choose A Decision Making Style
14:03

It is critical that team members know which decisions they make individually, in consultation, and as true consensus decisions. This lecture presents a definition of each style of criteria for choosing which style to use.

•Command

  • Command decisions are those made by an individual. Speed and expert knowledge are two reasons for command to be the preferred decision style.

•Consultative or Shared

  • Consultative decisions involve selective involvement by those who know, care, or must act.

•Consensus

  • Consensus decisions are true team decisions where you turn over the decision to the group.
How to Reach Consensus
11:18
Decision Making Styles
5 questions
Section 4: Effective Listening Skills
Body Language
07:23
Asking Open-ended Questions
07:33
Empathy and Reflective Listening
07:18
Acknowledging and Using Silence
09:12
Effective Listening Skills
5 questions
Section 5: Giving and Receiving Feedback - "Straight Talk"
"Straight Talk" - A Model for Giving Feedback
14:26
"Straight Talk" - A Model for Receiving Feedback
07:42
Giving and Receiving Feedback - "Straight Talk"
5 questions
Section 6: Virtual Team Facilitation
Using Virtual Meeting Technology
09:07
08:21

In virtual meetings it is more important than in face-to-face meetings to have pre-work that can enhance the value of the meeting. Here are some elements of pre-work discussed in this lecture:

1.Agenda: Send meeting agenda

2.Roles: Be clear about roles

3.Objectives: State Objectives clearly

4.Involve as many as possible

5.Be Ready! Be sure PPT’s are ready for uploading in advance.

6.Pre-Post Work: Not 10% Planning, 80% Meeting and 10% Follow-up; more like 25-50-25.

7.Learning: Make it a sharing/learning meeting.

12:10

This lectures gives very concrete steps you can take to improve the engagement of team members when conducting virtual meetings:

1.Bring Energy: Make it purposeful

2.Visualize the agenda

3.Visualize notes and decisions

4.Let them know in advance that you will be asking them questions, asking for their participation and feed back.

5.Give responsibility to another person or group to ask questions following a presentation.

6.Ask questions to someone specifically, rather than “Does anyone…?”

7.Share the facilitator role.

8.If not one responds, call on…after 5sec

9.Summarize and visualize decisions.

10.Do goods-do better

11.Immediately send out minutes and backup material.

Virtual Team Facilitation
5 questions
Section 7: Summary of Team Facilitation and Communication
03:51

Course Summary:

  • Recommend a coach
  • How this connects with the other TK courses
    1. Motivating yourself and others
    2. Problem solving made easy
    3. Value-stream mapping and process management
    4. Forming to Performing: Bringing a Team to maturity
  • Team Meeting observation and effectiveness form
  • Go through the exercise of defining decision styles
  • Practice listening skills
  • Take the 11 tips for virtual meetings and introduce them toyour team, evaluate your

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Instructor Biography

Lawrence M. Miller, Lean Leadership Coach

For the past forty years Lawrence M. Miller has worked to improve the performance of organizations and the skills of their leaders. His expertise is derived from hands on experience creating change in the culture of hundreds of organizations.

He began his work in youth prisons after recognizing that the learning system in the organization had exactly the opposite of its intended effect – increasing, rather than decreasing, dysfunctional behavior. For four years he worked to redesign the prison system by establishing the first free-economy behind prison walls, where each inmate had to pay rent, maintain a checking account, and pay for everything he desired. This was his first application of organizational transformation.

He has been consulting, writing and speaking about business organization and culture since 1973. After ten years with another consulting firm, he formed his own firm, the Miller Howard Consulting Group in 1983. In 1998 he sold his firm to Towers Perrin, an international human resource consulting firm and became a Principal of that firm. In 1999 he left that firm to focus on solo consulting projects.

He and his firm were one of the early proponents of team-based management and worked with many clients to implement Team Management from the senior executive team to include every level and every employee in the organization. The Team Management process created a company of business managers, with every employee focused on continuous improvement of business performance. In addition to directing the overall change process, Mr. Miller personally coached the senior management team of many of his clients.

The implementation of Team Management led to the realization that the whole-system of the organization needed to be redesigned to create alignment so all systems, structure, skills, style and symbols support the same goals and culture. From this realization he developed the process of Whole System Architecture that is a high involvement method of rethinking all of the systems, structures and culture of the organization. Among his consulting clients have been 3M, Corning, Shell Oil Company, Amoco and Texaco, Shell Chemicals, Air Canada and Varig Airlines, Eastman Chemicals, Xerox, Harris Corporation, McDonald's and Chick-fil-A, Merck and Upjohn Pharmaceuticals, United Technologies, Metropolitan Life and Landmark Communications.

Mr. Miller has authored ten books, among them American Spirit: Visions of A New Corporate Culture, which was the text for Honda of America's course on their values and culture; and Barbarians to Bureaucrats: Corporate Life Cycle Strategies, which draws on the history of the rise and fall of civilizations to illustrate the patterns of leadership and evolution in corporate cultures. Most recently he authored Getting to Lean – Transformational Change Management that draws on the best change management practices such as socio-technical system design, appreciative inquiry, and systems thinking or learning organizations to provide a road map to transforming organizations. He has also authored Team Kata - Your Guide to Becoming A High Performing Team, the core human process of lean organizations. Most recently he published The Lean Coach that corresponds to his course on Coaching Leaders for Success. He has appeared on the Today Show, CNN, made numerous appearances on CNBC, has written for The New York Times and been the subject of a feature story in Industry Week magazine.


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