Leading High Performance Teams

I.D. #

C0410

Duration

2 Days

Product development is organizationally a complex undertaking that requires effective coordination within a company and between companies. During product development, teams are confronted with a number of ongoing organizational challenges and there is a high potential for conflict between participants in the process.

This course addresses teamwork and other "soft-side" factors that largely determine whether product development programs are successfully completed on schedule. The content is relevant for both OEMs and suppliers.

Learning Objectives

By attending this seminar, you will be able to:

Explain the importance of effectively managing 'soft-side' issues that cause problems and delays during product development programs
Employ successful practices of chartering and launching teams
Implement techniques to successfully lead and facilitate effective teams
Effectively troubleshoot problems on a team and employ techniques to remain productive
Implement proven tips for conducting effective team meetings

Who Should Attend

Engineers and business people involved in various product development team activities will find the subject matter practical and useful. The content is of particular value to professionals from engineering, manufacturing, purchasing, quality, marketing, and finance functions in ground vehicle OEMs and suppliers.

Seminar Content

Designing High Performance Team
- Characteristics of effective teams
- Systems aspects of team design
- Addressing systemic variables
- Identifying key stakeholders
- Establishing the team's charter
Leadership and Group Dynamics
- Responsibilities of the team leader
- Understanding human behavior in groups
- Motivating team members
- Establishing a productive team culture
- Developing team support
- Productive and destructive team roles
- Effective communications
- Influence of personality styles
Launching the Team
- Stages of team development
- Pre-meeting considerations
- Selecting the team
- Common reasons meetings fail
- Managing the first team interface
- Establishing group norms
- Structuring the agenda
Making Sound Decisions
- Situational analysis: problems, decisions and polarities
- Common errors in decision making
- Essential steps in the decision process
- Quality and acceptance factors in decision making
- When to use and avoid group consensus
- Identifying the decision makers
- Facilitating consensus decisions
Flawless Facilitation
- Recognizing and defusing common group problems
- Managing conflict and providing feedback
- Mind mapping, story boarding and other techniques
- Making work assignments
- Assessing group performance
- Concluding the meeting

Instructor(s):

Joseph Doyle

Joseph Doyle is the principal of Strategic Insights, a Michigan-based consulting firm, specializing in executive leadership. He completed a 30-year career with General Motors Corporation, where he held a variety of management positions including: Internal Business Consultant with General Motors University, Senior Research Manager with the Corporate Organization Research and Development Activity, Manager of the Corporate Executive Development Activity, and Lead Consultant with the Corporate Strategy and Decision Support Activity. While at GM, he facilitated Global Task Teams in India, Indonesia, Thailand, England and Australia and served as the Corporate Liaison on Leadership and Strategy to the US Army War College and the National Defense University. Prior to joining General Motors, Mr. Doyle held positions with the U.S. Public Health Service, Ford Motor Company and the Management and Organization Development Department of General Motors Institute (now Kettering University). Dr. Doyle served as a teaching fellow for the Hartwick Leadership Institute and was a member of the advisory council for the Academy of Management Executive Magazine. He was a member of the Advisory Board for the Institute for Management Studies as well as member of the National Research Committee for the American Society for Training and Development. Dr. Doyle has served as an adjunct professor and lecturer at the University of Michigan Dearborn's School of Business, taught Engineering Administration at the University of Detroit's Graduate School of Engineering and Business Strategy at Oakland University's School of Business Administration. He holds a B.S. in Mathematics and Physical Science from Eastern Michigan University, a M.Ed. in Educational Evaluation and Research from Wayne State University and a Ph.D. in Organizational Behavior from the University of Michigan.

Testimonial

"This seminar provides simple, yet powerful leadership tools you can apply immediately to your programs."
Lindsey Bair
Product Engineer
Hayes Lemmerz International, Inc.

"This course would be great for any line engineer that works hand-in-hand with associates in any production area."
Kent Lamb
Team Manager
Honda Manufacturing of Alabama

"Great course; I can't wait to get back to work and start using the techniques I've learned. The instructor was able to provide real world examples that helped understand each area of this course. The instructor has a natural gift for teaching. Very good! I did not get bored and stayed very interested."
Todd Freeman
Associate Technical Specialist (Quality)
Honda Manufacturing of Alabama

"Joseph Doyle is highly knowledgeable and delivered the information keeping my attention. This course gave me the foundation to build on to become a better leader."
William Marshall
Team Manager
Honda Manufacturing of Alabama

"Fountain of crucial concepts amid essential leadership techniques."
D. Stern
Vice President Engineering
Workhorse Custom Chassis

"The course can greatly improve your perception of a "team" and overall professional communciation."
Timothy Fey
Project Engineer
AWA

Fees:

$1265

SAE Members*:

$1005 - $1135

* The appropriate SAE Member discount will be applied through the Registration process. Discounts vary according to level of membership: Elite Member 20%; Premium Member 15%; Classic Member 10%

CEU

1.3