Team Skills Series

We Co-create Tools for Success, to include:

Stepping Up: A Road Map for New Supervisors
- What does it mean to suddenly be a supervisor?
  - Scope and skills of Supervisor
  - Develop new skills
  - What’s needed to build credibility?
  - Concerns, challenges, and pitfalls
  - Handling shifting priorities
  - Developing QUALITY RELATIONSHIPS with the Team
Managing Generational Employees
Precision Shift Meetings
Developing Direct Reports
The Power of Positive and YES!
How to Motivate Self and Others
Learning to Coach as a Boss
Becoming a Customer Service STAR!
Outrageous Customer Service
CAN DO, CAN DO, CAN DO!
Delivering the WOW To our Customers. “ Knock Your Socks Off”

We’ll develop our TEAM TOOLS: In order for teams to be successful, they need to identify and define the following “operational structures”:

KICK START TEAM RALLY

Our FUN, engaging team rally will allow our Team Coach to Track us as a Team, and determine our strengths, gaps and needs

PERFORMANCE GOALS & MEASURES

What do we want to accomplish together?What are our goals and INTENTIONS?

TEAM ROLES & RESPONSIBILITIES

Who does what? How? Etc.

TEAM PACTS

Code of Success – How will we agree to act as a team?

CUSTOMER SERVICE AGREEMENTS

What commitments will we make to our customers?

TEAM TRAINING NEEDS

What Skill building do we need?

LEADERSHIP SERVICE AGREEMENTS

What we as Leaders agree to provide our teams in order to support them and help them grow and be successful.

COMMUNICATION PLAN

How will we insure good communications, within and without? How do we improve our conversations and our relationships?

PEER FEEDBACK

How will team members give and receive developmental feedback? Leadership Performance Survey’s?

PERFORMANCE IMPROVEMENT PROCESS

What will we do if a team member’s behavior causes problems in the team?

RECOGNITION SYSTEM

How will we motivate and recognize team and individual accomplishments? Overall CORE values, Innovation, Collaboration, Behind the scenes.

ON SITE CONSULTATION & COACHING

We continually track our performance as a Team, and make on-going improvements and changes.

PRECISION TEAM MEETING FORMAT

We agree to a precision meeting format that moves our team into success and is fun and professional.

DECISION-MAKING MATRIX

Who makes which decisions? How?

HALLMARKS OF LEADERSHIP

Winning Processes and Best Practices

DISENGAGING GOSSIP

How shall we turn gossip away and encourage solutions?

CONFLICT SOLUTIONS

5 simple steps on the road from conflict to WIN WIN.

MASTERING DELEGATION

There is no delegation without DEVELOPMENT.

SUDDENLY SUPERVISORS

The basics of becoming a supervisor/leader.

COACHING 6 GENERATIONS OF EMPLOYEES

Needs of various generations and styles of maximizing performance.

THE POWER OF “YES”

How to say YES, WE CAN HELP to every situation.

DEALING WITH PORCUPINES

Turning difficult people and situations into raving fans.

RULES OF ENGAGEMENT

How shall we treat each other in order to have fun and work with good moods? How shall we listen to each other?

S.O.S. TEAM MEETINGS

See it, Own it, Solve it! How to conduct brief team meetings in small clusters in order to give employees an opportunity to participate in bringing solutions and ideas to the table in order to enhance team performance.

CHANGE MANAGEMENT LEADERSHIP AGREEMENTS

The way in which we as leaders promote, effect, and drive transformational change while protecting, sustaining and growing the resources of the Chickasaw people.

PEOPLE STYLES AT WORK AND BEYOND – FOOT PRINTS

Making bad work relationships good and good relationships even better.

THE FREEDOM FACTOR

Accountability: We either learn to make ourselves accountable, or we are made accountable by our circumstances. Empowering employees to Step Up and Weigh In.

FIERCE CONVERSATIONS

How to interrogate the truth in any situation, and make the exchange “real”. Learning to talk about the most important thing that needs discussing.

THE LEADER COACH

What “coaching” has to do with Leadership and how to help our leaders transition from a management culture to a coaching culture. This requires much higher levels of accountability.