Team Leadership & Team Building 2022 Master Class

Team Leadership: Green Belt Certification in Leading Teams, Hybrid Teams, Problem Solving, Lean & Continuous Improvement

What you'll learn
This course includes three complete books, seventy downloadable articles, assignments and self-assessments; in addition to a thirty-day money back guarantee!
You will learn the most important skill for success at every level of management…bringing the best out of people and teams.
This course has been updated to include the design and implementation of hybrid or remote teams and the responsibilities of remote team members to self-manage..
You will learn how to create a high performing culture of high employee engagement.
You will learn the essential principles and practices of lean management or Toyota Production System.
You will learn how to solve problems in a systematic, fact-based manner.
Learn the communication and facilitation skills that are essential to leading people and teams.
You will gain the experience form forty years of implementing team management in dozens of organizations.
Requirements
The only course requirement is a desire to learn to be a great team leader.
Description
2022 Update: I have worked to make this course a truly comprehensive course on team leadership, participation, employee involvement and hybrid organizations with remote teams. You will find little or no academic theory in this course. All the lessons here are derived from my forty-five years of implementing teams in dozens of manufacturing plants, health care and other settings. It is all based on practical application. Note: the course now includes three complete ebooks - Team Kata - The Habits of Continuous Improvement which describes the functions of teams and team leaders in our modern organization.The Lean Coach which presents a model of positive coaching, improving personal and team performance.Getting To Lean - Transformational Team Management which is a complete guide to the design of a team based organization, defining its processes and structure. This is a book about strategic change in the culture and capabilities of an organization. Plus a dozen articles, case studies, 70 downloadable papers and assignments on the implementation of teams."Searching a best course for Team Leadership ends here…….awesome! Lawrence Miller is a Highly experienced author, created topics in a very systematic manner and providing his stories of experience from Industry. Very colorful and meaningful slides once we start the course we never feel to miss any of his lectures. Thanks a lot!!" Hari Prasad Bandari November 22, 2019"To me this is an exceptional piece of coaching which is very well presented. Very clear communication which is easy to understand as examples are numerous to get to the main point. Deep diving is done to prepare the course and practical examples are given which is close to day to day operations in any business." Hani Ul Nasir, 23 Feb 2018The Challenge:To succeed as a manager, entrepreneur, or executive, you must have the skills of team leadership. This course provides those skills. It provides the skills of facilitation, communication, problem solving, conflict resolution, process improvement and managing human performance. It is based on the principles and practices of lean management and culture (Toyota Production System) and the instructors forty years of experience implementing team management and lean culture.Action-Learning:This course is structured to facilitate the relationship between the team leader, his or her team, and a coach who may assist in applying the lessons. There are fourteen exercises that ask the student to put the lessons to work with their team or practice with their coach. The instructor employs an "action-learning" model, recognizing that the best learning occurs from applying the lessons to the student's real work situation, and from receiving feedback from a coach. It is intended as a comprehensive model and curriculum for team leaders. Recognition and Celebration:When you complete this course, you will receive a certificate of completion from Udemy. However, this is a demanding course and you are asked to demonstrate competence in managing people, teams and processes. The instructors believes that you deserve more recognition. If you complete the assignments and send a portfolio of completed assignments to the instructor you will be recognized with a Green Belt certification by the Institute for Leadership Excellence; and, the author will send you ebook copies of his three most recent books on coaching, team leadership, and developing lean organization and culture. You deserve it!Note: this course duplicates much of the material in the instructor's New Manager Skills course. There is about a 50% overlap. This course is intended for current managers while the New Manager course is intended for those about to become or who have recently become new managers. I suggest that you look at the curriculum of each and decide which is most appropriate for you. 

Overview

Section 1: Introduction to Team Leadership & The Kata of High Performing Teams

Lecture 1 Team Leadership - Introduction

Lecture 2 The Curriculum & Green Belt Certification

Lecture 3 Here are all the assignments required for the Green Belt Certification

Lecture 4 Books and Resources

Lecture 5 The Progress Chart: Motivation and Accountability

Section 2: Principles of Lean Management

Lecture 6 The Beginning of Lean

Lecture 7 The House of Lean

Lecture 8 Principles of Lean Management - 1

Lecture 9 Principles of Lean Management - 2

Lecture 10 Principles of Lean Management - 3

Section 3: Organizing Your Team

Lecture 11 Team Structure

Lecture 12 Writing Your Team's Charter

Lecture 13 Roles and Responsibilities on a Team

Lecture 14 The Agenda

Lecture 15 Action Learning Assignment 1: Organize Your Team

Section 4: Stages of Team and Organization Development

Lecture 16 Stages of Team Development

Lecture 17 Life Cycles of Organizations

Lecture 18 Life Cycles of Leadership

Section 5: Clarifying Decision Styles

Lecture 19 Clarifying Decision Styles

Lecture 20 How to Reach Consensus

Lecture 21 Action Learning Assignment 2: Clarify Decision Styles

Section 6: Keeping Score and Beginning the Improvement Process

Lecture 22 Introduction to The Improvement Kata and Daily Leadership

Lecture 23 Developing Your Team Scorecard

Lecture 24 The Balanced Scorecard

Lecture 25 Visual Display

Lecture 26 Action Learning Assignment 3: Develop Your Team Scorecard

Lecture 27 Targets, Goals and Objectives

Lecture 28 MBO & Self-Control

Lecture 29 Action Learning Assignment 4: Set Targets & Visual Display

Section 7: Defining Customer Requirements

Lecture 30 Defining Customer Requirements & Improvement Targets

Lecture 31 The Customer Interview

Lecture 32 Action Learning Assignment 5: Customer Requirements

Section 8: Solving Problems

Lecture 33 Principles of Team Problem Solving

Lecture 34 Why Brainstorm?

Lecture 35 The Skills of Brainstorming

Lecture 36 The Fishbone or Cause-and-Effect Diagram

Lecture 37 The Affinity Diagram

Lecture 38 Pareto Analysis

Lecture 39 Practice Exercise - Brainstorming

Lecture 40 Root Cause Analysis or "the Five Why's"

Lecture 41 Introduction to PDCA Problem Solving

Lecture 42 PDCA Problem Solving - The Plan

Lecture 43 PDCA Problem Solving - the Do and Check Phase

Lecture 44 PDCA Problem Solving - The Act Phase

Lecture 45 The A3 Problem Solving Process

Lecture 46 Steps in the A3 Process

Lecture 47 Action Learning: Practice the A3

Section 9: Mapping Your Value Stream

Lecture 48 Mapping Your Value Stream

Lecture 49 Work Process & Relationship Maps

Lecture 50 Steps in the Process

Lecture 51 Action Learning Assignment 9: Mapping Your Process

Section 10: Analyzing Variances in Your Process

Lecture 52 Understanding Variances and Variability

Lecture 53 Variance Analysis

Section 11: Finding and Eliminating Waste from Your Process

Lecture 54 Eliminating Waste

Lecture 55 Management Waste

Lecture 56 Action Learning Assignment 10: Eliminating Waste

Section 12: Motivation and Human Performance

Lecture 57 The Hierarchy of Motivation

Lecture 58 The Power of Purpose - The Soul of Work

Lecture 59 Social Motivation and the Radius of Trust

Lecture 60 Situational Motivation

Lecture 61 Situational Motivation - Why it Works

Lecture 62 Lean Culture and Motivation

Lecture 63 Fact-Based Definitions

Lecture 64 Types of Positive Reinforcement

Lecture 65 Keys to Intrinsic Motivation

Lecture 66 Schedules of Reinforcement

Lecture 67 Analyzing Human Performance Problems

Lecture 68 Modeling and Appreciative Inquiry

Lecture 69 Reducing Poor Performance - To Punish or Not?

Section 13: Standard Work

Lecture 70 Developing Standard Work

Lecture 71 Leader Standard Work

Lecture 72 Action Learning Assignment 11 - Standard Work

Section 14: Designing Hybrid Work Systems

Lecture 73 Introduction to Hybrid Work System Design

Lecture 74 What is a Hybrid Work System

Lecture 75 Research on Home or Office Work

Lecture 76 More Research on the Pandemic Experience

Lecture 77 Whose Needs Are We Meeting and What Are Those Needs?

Lecture 78 Designing the System to Meet Human Needs

Lecture 79 Design - The Steering Team

Lecture 80 Writing the Design Charter

Lecture 81 The Work of the Design Team

Lecture 82 Review the Design Team's Work

Section 15: The Personal Responsibility of Team Members to Self-Manage

Lecture 83 Introduction to Team Member Personal Responsibility

Lecture 84 Understanding Self-Discipline

Lecture 85 Managing Your Work Space

Lecture 86 Managing Your Self in Time

Lecture 87 Develop Your Own Scorecard

Lecture 88 Assignment: Assess Your Own Self-Management

Section 16: Team Member's Responsibility to be a Great Team Member

Lecture 89 Relationships and the Power of Trust

Lecture 90 Be a Great Team Member

Lecture 91 Types of Teams and Your Participation

Lecture 92 Assignment - What Can I Do To Be A Great Team Member

Lecture 93 Google's Research and Psychological Safety

Lecture 94 Take Care of Yourself

Section 17: Facilitating Remote or Virtual Teams

Lecture 95 Introduction to the Research on Virtual Teams

Lecture 96 Research on Remote Teams from HBR

Lecture 97 Research from Forbes

Lecture 98 Survey of Users: Introduction

Lecture 99 Evaluation of Best Team Practices

Lecture 100 Advice from Virtual or Remote Team Leaders

Lecture 101 One Thing You Could Do to Improve Virtual Meetings

Section 18: Team Facilitation Skills

Lecture 102 Introduction to Team Facilitation

Lecture 103 The Critical Skills of Facilitation: Organizing and Focus

Lecture 104 The Eight Skills: Clarifying

Lecture 105 The Eight Skills: Reflecting

Lecture 106 The Eight Skills: Comforting

Lecture 107 The Eight Skills: Motivating

Lecture 108 The Eight Skills: Controlling

Lecture 109 Concluding a Topic or Meeting

Section 19: Effective Listening Skills

Lecture 110 Body Language

Lecture 111 Asking Effective Questions

Lecture 112 Empathy and Active Listening

Lecture 113 Acknowledging and Using Silence

Section 20: Giving and Receiving Feedback - "Straight Talk"

Lecture 114 "Straight Talk" - A Model for Giving Feedback

Lecture 115 "Straight Talk" - Receiving Feedback

Lecture 116 Action Learning Assignment 12: Giving and Receiving Feedback

Section 21: Conflict Resolution

Lecture 117 Principles of Conflict Resolution

Lecture 118 A Model of Conflict Resolution

Lecture 119 Conflict Resolution: Debate or Dialogue?

Lecture 120 Conflict Resolution: Behavioral Characteristics of Debate or Dialogue

Lecture 121 Action-Learning Assignment 13: Conflict Resolution

Section 22: Improving the System

Lecture 122 Introduction to Improving the System

Lecture 123 Models of Organizational Systems

Lecture 124 Whole System Architecture

Lecture 125 Action-Learning Assignment 14: Improving the System

Section 23: Additional Resources

Lecture 126 Bonus Lecture: Some Additional Resources

All managers and those wishing to become leaders or managers.,Both management and front line team members and leaders,Any manager wishing to improve their skills of leading teams, people and improving processes.,Those managers and companies implementing lean management and wishing to institute lean culture.