MANAGING ‘4G’ TEAMS.

“Empathy for employees is important — everyone goes through professional and personal struggles that can affect their work. The best 4.0 managers and team leaders are emotionally intelligent; they listen and have the ability to lead their teams with understanding, whether they are collocated, in a virtual environment across different time zones or a multi-generational blend”

12 different micro-learning topics, each designed to clarify the difference between working in a group, and creating a team.  Suitable for team leaders, operational managers and team members who are working in a virtual team or one that spans the 4 generations in the workplace.

Overview of session

We’re now facing a workplace where in theory, many employers could have employees ranging from 18 to 76 in the workplace. This has huge implications for team leaders in terms of managing the needs and expectations of iGens (Gen Z), Millennials (Gen Y), Generation X and Baby Boomers.

What we cover:

  • Clarify the definitions of each generation (demographics)
  • Explore some of the differences and similarities in the way they behave at work
  • Identify what motivates each generation

What you’ll be able to do when you get back to work:

Plan work schedules that play to each persons’ strengths and manage the diversity of a multi-generational work team

Overview of session

Whether you operate globally or not, many people have flexible working arrangements; in other countries across time zones; in the same country, but at home. Learn how to work more effectively with virtual team members.

Overview of session

Ensure greater success in meeting your goals and KPI’s by working through, and with, the knowledge, expertise and efforts of your team members.

Overview of session

Your team already has many of the answers to current operational problems, if only you knew what they were. Identify, and then harvest, the collective intelligence within your team using some exciting brainstorming approaches in this traditional class-based micro learning session.

Overview of session

Safely, and sensitively, address things that stop teams from being productive. Identify blockages and expose barriers in workplace teams, and focus on the areas that will make the most difference, in the shortest amount of time.

Overview of session

No team can afford to work in isolation in the world of Industry 4.0. Success comes from listening to stakeholders and collaborating with other departments and business units. Create effective inter-dependency and joint working and see the difference.

Overview of session

An introduction to the 4.0 skills that you will need if you are to effectively facilitate team working and encourage group learning to take place that is used to improve productivity and quality performance.

Overview of session:

A physical group board game (the content of which has been provided by project managers for project managers) to develop a 4.0 skill set.  Based upon research and then beta tested with environmental project teams working in 10 different European Regional Development Agencies, this game scores the responses that you make to a series of real project management issues, enhancing your behavioural competencies as you go.

Overview of session:

Help yourself, and your team members learn how to ‘FLIP’ thinking and behave like an ‘intrapreneur’ translating creative thoughts and business ideas into new, innovative practice.

Overview of session:

One of the most important things for the 4.0 manager and team leader to learn is how to give effective, constructive and motivational feedback, especially how to do it in a way that improves team performance, behaviour and productivity.

Overview of session:

It’s easy to delegate responsibility and authority, however managers and team leaders can never delegate accountability. Come and learn how to get the levels of delegation just right for your situation and expand the productivity of your team.

Overview of session:

Can you force people to learn if they don’t want to? And if they do agree to change something, how do you sustain that behaviour when it’s only motivated by a desire to gain an external reward?  In this session, we address the trickiest of team management problems.