Leading High Performance Teams C0410
Topics: Management and Organization
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.
Testimonials
"Absolutely fantastic instructor and course! This is the most informative course I've ever taken, technical based or not. I highly recommend this course to anyone in a leadership position."
Michael Klos
Group Leader, Design Engineer
Honda R&D
"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."
Willm Marshall
Team Manager
Honda Manufacturing of Alabama
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
"This really set you up for a successful career in leadership—excellent course."
Omar Silva
Test Officer-Team Leader
U.S. Army, Yuma Proving Ground
You must complete all course contact hours and successfully pass the learning assessment to obtain CEUs.
Joseph Doyle
Joseph Doyle is the principal of Strategic Insights, Inc., a Michigan-based consulting firm, specializing in executive leadership. Mr. Doyle completed a 30-year career with General Motors Corporation, where he served in positions such as: Manager of the Corporate Executive Development Activity, Senior Research Manager with the Corporate Organization Research and Development Staff, Internal Business Consultant with GM University, and Lead Consultant with the Corporate Strategy and Knowledge Development Staff. Prior to joining GM, 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), where he administered Technical Staff Management Programs and taught problem solving and decision making.
During his time with General Motors, Doyle assisted Divisions and Staffs in the development of business strategy, facilitation of complex decisions, team facilitation and executive coaching. He directed the two-year GM/ UAW California Project, was lead consultant in the consolidation of the Flint V-8 Engine and Romulus Engine Plants and lead consultant for the GM/ Boeing Software Vehicle Joint Venture. He established GM's Executive Development Curriculum and managed Global Task Teams in India, Indonesia, Thailand, England, and Australia. He also served as the Corporate Liaison on Leadership and Strategy to the U.S. Army War College and the National Defense University. His consulting firm (Strategic Insights, Inc.) has provided seminars and services to hundreds of senior executives in dozens of Fortune 500 firms, healthcare consortiums, and government agencies including the U.S. Military.
Academically, Doyle served on the advisory council for the Academy of Management Executive Magazine, was a member of the Advisory Board for the Institute of Management Studies and a member of the National Research Committee for the American Society for Training and Development. As an adjunct professor, Doyle taught Engineering Administration at the University of Detroit's Graduate School of Engineering, Organization Behavior at The University of Michigan Dearborn's Graduate School of Business, and Business Strategy at Oakland University's Graduate School of Business Administration. Mr. Doyle holds a B.S. in mathematics and physical science from Eastern Michigan University, a master’s degree in statistics and research design from Wayne State University, and a Ph.D. in organizational behavior from the University of Michigan.
