From Good to Great: Architecting High-Performing Teams for Peak Performance
Building on the Fundamentals of Management
Stepping into a management role is both exciting and challenging. After a year or two in the seat, you’ve likely built a good foundation for effectively managing your team and having guided conversations around performance, feedback and coaching.
To further your effectiveness as a manager, you now need to build on that experience and fundamentals of managing a team by shifting your focus towards building and developing a high performing team to the point where you can take annual leave and everything still runs smoothly.
How we create high-performing teams
Developing a high-performing team means creating an environment where individuals collaborate effectively, trust each other,are aligned around clear goals and share accountability. It involves fostering continuous growth, open communication, and a culture that supports both high standards and psychological safety.
At Penguin, we have used a range from single workshops for smaller teams to annually recurring management development programmes to give experienced managers easy-to-apply tools and techniques to develop their team members into high performers.
Some of the key topics that we cover include:
Challenging mindsets towards the responsibilities of a manager when it comes to developing their team as well as ‘un-picking’ any pre-conceived mindset towards training itself e.g. “I could be working on my task list…’ - When over-used, this type of approach focuses more on results and less on furthering the teams development.
Using our knowledge of DISC to tailor our language/approach when developing our team e.g. how we communicate change based on the behavioural dynamics within our team, how we deliver feedback, how we structure coaching conversations and tailor personal development plans to be more effective.
Understanding different leadership styles and how effective leaders will adapt their style to the needs of their team and situation I.E more outcome focused may need a more autocratic style vs. team goals requiring more of a ‘servant leadership’ style.
How to facilitate ‘healthy’ conflict within our team to allow team members to objective and productively challenge one another for innovation and creative thinking
Re-assessing where we currently spend our time as a manager and shifting our focus/time more towards developing our team into a high-performers
How to adapt our leadership style to the development needs of our team and team members when completing specific tasks.
The importance of creating an inclusive environment for team members and this affects their motivation, performance and employee retention.
Understanding how ‘generational differences’ can influence team members' mindset or approach to different elements of work and what considerations a manager should make when looking to develop their team e.g. managing expectations of ‘ambitious’ Gen-Z’s and Millennials, encouraging development for ‘Baby Boomers’
The programme itself would be tailored so the context is relatable to your organisation’s workplace culture, processes, terminology, roles etc. and the learning objectives and preferred learning approach can be adapted to meet your development needs e.g. fully virtual, classroom focused, blended learning etc .