Why You Should Attend This Course

Recent studies are clear that for teams to perform at their best, leaders need to invest time and energy in building deeply engaged teams. A deeply engaged team can accomplish much more than the sum of its parts and this has a positive impact on productivity, business outcomes and profitability.

To build and manage such teams, leaders need to focus not only on the brain (tools, processes, etc) but also the heart of the business (their people). Leaders need to collaborate with their team members to create a culture that promotes meaningful connections as well as the desired mindset and behaviours for individual and team success.

Through this light-hearted and interactive workshop based on the Engage & Grow Group Activation SystemTM, you will uncover and learn what you can do to be an even more effective leader. You will also learn how to elevate your team to becoming more engaged, fun and productive team so as to have a positive impact on business outcomes.

 Learning Outcomes

1. Understand the difference in being a leader and a manager.
2. How to use the Engage & Grow High-Performance Team Scorecard to assess the 9 areas that leaders need to evaluate and consider to build deeply engaged teams.
3. Deep-dive into what it takes for leaders to create a workplace ecosystem that enables strength-based teams to thrive.
4. Develop a personal step by step 4-week game plan to start shifting mindsets and behaviours in your team.

 Course Outline

What is Team Engagement?

Understand what engagement actually is, what impacts engagement and what can be done to improve it.

Understand the 9 areas to create an engaged and high-performance team. Uncover where you or your organization may be at.

Understand what the cost of disengagement is actually is for you.

What should be present?

Understand the 5 levels of leadership in the context of managing teams and people.

Having a clear sense of direction and culture will help the team build a sense of collective purpose. Define what culture means for you and what you want to create as a leader.

Reflect and examine the “heart” and “brain” issues that are missing in your team or organization. Understanding each other and how their personal vision intertwines with work vision will bring the team closer together on their journey.

Explore what behaviours drive your team or organization’s values and the 5 behaviours that will drive team success for you.

Examine what collective strengths are needed in your team for your team to succeed and what strengths you bring to your team.

Closing the gaps

Based on what unfolded in the earlier activities, commit to a 4-week Leadership Act plan to address the issues raised.

Create a space to allow open and honest communication for the team to provide and receive feedback from each other, and then creating their individualized development plan.

Strength-Based Outdoor OR Indoor Team Activity

Recognition can be for exhibiting one of the behaviours, strengths or something that team member did.

Target Audience:

Business Owners, Business Leaders, Team Leaders, Entrepreneurs, People growing into leadership roles, People leading groups of individuals

Trainer Profile:

Earl started his career practising law in one of Singapore’s top law firms. Subsequently, he ventured into the world of digital marketing start-ups. There he moved from managing clients and project teams to managing the organization. Through the years, Earl has worked with MNC clients as well as in 4A agencies managing clients, operations and teams.

In the world of digital marketing, Earl was exposed to the importance of looking through the lens of the user and understanding the user journey when developing campaigns, advertisements and applications for the consumer. Applying design thinking principles was critical. In this capacity, Earl has worked with technology clients such as Hewlett Packard, Microsoft and PayPal, FMCG clients such as the Spa Esprit Group and Imedeen as well as Online Gaming clients such as Glu Mobile.

Through the various leadership roles he has held, Earl also learnt the importance of putting people first when developing team structures and managing people. In his last role, Earl was responsible for building an agile team structure to allow team members to work remotely across several regions, cities, cultures and languages. To do this, he had to look at the whole user experience to develop team structures as well as apply design thinking principles. This experience reinforced his passion for working with people to bring out their potential and in building highly engaged happy teams.
His personal mission is to work with people committed to and passionate about achieving great outcomes by putting people at the heart of what we do.