BUILDING HIGH PERFORMING TEAMS

Building high performing teams is crucial given the large network of people you interact with through the course of your job.  Think about all the people that you come into contact with in your work life: colleagues, board members and other volunteers, donors, clients, the general public and so on. With this large network of people connected to your organization, learning how to work well together is vital. People in every workplace talk about building teams and working as a team, but few understand how to develop and lead an effective, productive team. This keynote shows you how.

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OVERVIEW OF KEYNOTE

People in every workplace talk about building the team and working as a team, but few understand how to develop a high performing team. Belonging to a team, in the broadest sense, is a result of feeling part of something larger than yourself.

Keeping employees engaged today requires staying in-tune with what is most important to them, and finding ways to match their motivation to their work creatively.   To evoke any emotion for anything or anyone, a leader must leverage the power of emotional intelligence to engage and motivate their employees. They need to connect with the heart of the entire person, not just the employee.  

Leaders with high emotional intelligence are self-aware, able to read a room, are attuned to, or emotionally plugged into, how others are feeling, and know-how to communicate with all types of people effectively.  An increased level of emotional intelligence helps professionals, give and receive feedback respectfully, add more play and humour in the workplace to increase innovation and engagement, remain more optimistic even in challenging times, and inspire teams like no other, to want to be better and achieve more.  

 

Today’s teams are more diverse, dispersed, digital and dynamic than ever before.  But while teams face new hurdles, their success still hinges on a core set of emotional intelligence fundamentals for team cohesion to occur.

 

Professionals with a high level of emotional intelligence, connect, have compassion and learn to see themselves in others, therefore, can teach and coach others to use their soft skills to work as a team harmoniously.

What matters most to high performing teams is not the personalities, attitudes, or behavioural styles of team members. Instead, what organizations need to thrive are particular “enabling conditions;” and these enabling conditions can only occur if a leader exercises their emotional intelligence skills.

In this keynote, participants will discuss group dynamics, determine the importance emotional intelligence plays on leading organizations effectively, understand the conditions needed for organizations to thrive, and gain some valuable tips for building high performing teams.

LEARNING OBJECTIVES

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DISCOVER

What conditions are necessary to build high performing teams.

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IDENTIFY

Group dynamics and the impact it has on small and large organizations.

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GAIN

A basic understanding of EQ fundamentals required in building teams.

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LEARN

Proven techniques and strategies to strengthen your workplace teams.

WHY IS BUILDING HIGH PERFORMING TEAMS CRITICAL TO YOUR ORGANIZATION?

Organizations perform well when their people work effectively as a team. Great teamwork creates synergy – where the combined effect of the team is greater than the sum of individual efforts.

Working together a team can exercise their individual perspectives, experience, and skills to solve complex problems.  They play off each others’ ideas, which can create new solutions and ideas that may be beyond the scope of any one individual. Good teamwork enables mutual support and learning and can generate a sense of belonging and commitment.  Employees that feel like they belong, are engaged. They are then working towards a shared purpose and common goals and they share their varied skills in complementary roles and in cooperation with each other.

The challenge is many people do not know how to create effective teams.  They understand its importance for an organization, but few understand how to develop one.

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