The Collaboration Programme

Building a Culture of Collaboration In The Workplace

The Collaborative Leader


what is collaborationCollaborative leadership is an increasingly viral source of competitive advantage in today’s highly networked, team based, and partnership-orientated business environment. Yet few leaders have been trained to lead collaboratively, especially those who climbed the organizational ladder in a different era. In a nutshell, collaborative leadership emphasizes behaviours related to the common understanding of the diversity of roles and also of the ability to appreciate differences among peers, team members and stakeholders.

Why Is It Important?

Leaders today need an expanded repertoire of skills and a new mindset to succeed in a fast-paced, chaotic, and highly competitive business environment.

They must be able to think strategically in a global context, articulate an inspiring vision across cultures, and make wise choices amid complexity and uncertainty.

They must lead global teams, build dynamic networks, and grow the company’s ability to compete around the world. Increasingly this calls for collaborative leadership, and the creation of collaborative cultures that can harness the knowledge and expertise of all stakeholders to innovate, partner effectively, compete and win.

Additionally, building collaborative behaviour enhances the organization’s and the individual’s ability to capture opportunities through the appreciation of the various roles and responsibilities among team members and harnessing their efforts to achieve competitive advantage over competitors.

Programme Take Aways

This program broadly targets managers regardless of their functional background or level (line, middle or senior managers). They will benefit from capturing the collaborative behaviours that should be demonstrated by them / their subordinates, such as trust, team work , caring vs aggressiveness, support, respect for each other, being a team player and an influencer. Your managers will grow and will learn how to develop a working environment of shared values and mutual intent. They will experience, practice and build skills to help them develop these behaviours in themselves and their teams.

Understand and appreciate the collaborative leadership qualities appropriate for nurturing high performance organizations – setting clear team goals and direction.

What does it take to build a highly collaborative team?

– The various types of high collaborative teams.
– A leader’s role in building a highly collaborative team.
– Managers’ responsiveness to the various stages of a high collaborative team.
– Strategies to influence team members and resolve conflicts.
– Understand how to contribute as a team member in building and sustaining high collaborative performing teams.

 

Programme Modules

Module 1
Why Collaborative Behaviours Are Necessary In Today’s Business EnvironmentCollaborative behaviours in a competitive
business environment.

What is collaborative behaviour all about?

Role of managers in building a
highly collaborative team.

Module 3
Leaders Responsiveness To Team Members
Appreciating diversity in team roles and responsibilities. How leaders facilitate and appreciate the input of various team members?Handling conflict within a team.

OPRI Model – objectives, roles, process,
interpersonal – for a successful team.

A leader’s responsiveness to team needs through various stages of development to improve performance.

Module 2
Team Cohesiveness & Collaboration
What is a highly collaborative team?
How does it differ from working groups?What are the characteristics of a collaborative team
and what are the different types of collaborative teams?

Understanding the evolving stages
of collaborative teams
(forming, storming, norming, performing
and adjourning).

Team roles and diversity!
Who does what in a team?
What is the best mix of roles?

Module 4
Influencing Stakeholders In A Collaborative Team Context
This module focuses on enhancing the
managers abilities to effectively influence team members / other stakeholders and further enhance and influence skills across other departments in order to achieve their own and also other team members goals:What is influence in collaborative teams?

Choosing your basic influencing strategy.

How to assess their own credibility and the factors
that influence your credibility rating.

Handling conflicts and influencing across,
when you have no authority.

How to deal constructively with resistance
from your colleagues and staff?

 

publicseminars_faculty

Chris Leek, Senior Associate

info@ttmassociates.com

Chris was educated in the UK Midlands and in Wales, he graduated in industrial relations and law from the University of Wales, Cardiff, he also obtained a postgraduate diploma in human resource management from the University of Aston in Birmingham.

After university, Chris joined the engineering company, GKN, where he worked in HR and employee relations. He then joined the faculty of the Aston Business School, where he designed and led one of the first UK Masters programmes in HR. Chris works includes providing support to organisations on a wide range of issues in the field of strategic development of people and organisations and in a wide range of locations.
Chris has worked for a substantial number of companies across the Middle East, Asia, Europe and the United States. His areas of specialist interest are the strategic leadership and management of change, the human skills underpinning it, the development and execution of strategy, executive leadership, building high performance organisations and teams, talent management, the assessment and development of people and performance management. Working with the boards, executive teams and senior managers of organisations large and small, he has worked with clients in the agro-chemical industry, aluminium, banking, beverages, construction and construction materials, consultancy, extractive industries, facilities management, financial services, fire and rescue, food, freight and distribution, education, electrical, mechanical and plant engineering, landscaping, legal, manufacturing, newspapers, oil and petrochemicals, paper products, pharmacies and pharmaceuticals, police and justice systems, power generation and distribution, printing and publishing, retailing, security, telecommunications, the tobacco industry and tourism. He has worked at senior management level with many public sector organisations and not-for-profit organisations – local and regional government, police forces and executive agencies of national government in the United Kingdom and the European Union and with the World Health Organisation.
He has also worked with organisations during their public-private sector transitions, in the UK with the water industry, the National Rivers Authority and the Environment Agency. Chris is a member of core faculty for several management solutions and organisation and people development consultancies and is a visiting speaker at universities and business schools and international management centres.
Chris’ experience is with clients in Abu Dhabi, Austria, Belgium, Czech Republic, Denmark, Egypt, England, Estonia, Finland, France, Germany, Greece, Guernsey, Hungary, Ireland, Italy, Jersey, Kazakhstan, Latvia, Lithuania, Macedonia, Netherlands, Oman, Poland, Portugal, Qatar, Republic of the Congo, Romania, Russia, Serbia, Saudi Arabia, Scotland, Serbia, Slovakia, Spain, Sweden, Switzerland, Turkey, Ukraine, USA, Wales and the Yemen Republic.


David Rowlands, MEd, BA(Hons), PGCE, MIPD, Management Consultant

info@ttmassociates.com

A senior human resources manager with extensive experience in personnel and training over a twenty five year period. Able to work on his own initiative and as part of a team. Proven leadership skills involving managing, developing and motivating teams to achieve their objectives. First class analytical, design and problem solving skills.

Dedicated to maintaining high quality standards and delivering services and products on time. Good influencing skills at senior level and excellent at building and maintaining key working relationships both internally and externally. He has training delivery experience over two decades, is an accredited career coach and is an acclaimed business presentation trainer, particularly within central government. He has expertise in designing and delivering major programmes on leadership, management and team development both in the public and private sector and has international experience.
Major achievements:

  • Achieved IIP (Investors in People) for the organisation and re-accreditation 3 years later.
  • Developed a talent management strategy and resulting talent solutions.
  • Increased the customer satisfaction levels in HR department.
  • Designed and implemented a new leadership & management development programme.
  • Part of the management team that developed the concept of the management services business unit and took forward implementation.
  • Developed and implemented a new career development scheme.
  • Introduced personal development planning (PDP) across the organisation.
  • Facilitated successful team performance workshops throughout the organisation.
  • Developed, implemented and consulted on a new performance management system for MSBU (including competency framework, performance assessment, and union negotiation) and designed competency framework for District Audit and the Commission subsequently.

 

Back to Year Planner