Managing Effective Teams (11 March 2026)

Managing Effective Teams

We all work in a team at some point in our lives, but most struggle to be as effective as they have the potential to be. Whether it’s miscommunications between co-workers, imbalance of skills, different priorities or difficulty adapting to change, when we lack awareness of these challenge, performance suffers. Based on tried and tested strategies, this practical workshop takes managers and leaders through an exploration of how they can develop their own teams to reach their potential and become more effective. They will consider the dynamics of their teams, different behavioural styles and how they can create the right cultural environment to suit everyone. Through pairs discussions, planning and engaging activities, they will understand how to set direction, communicate effectively, give feedback and motivate and inspire their teams towards high performance.

By the end of this session, learners will:

· Understand the stages of team development and have greater awareness of their team’s maturity

· Have awareness of their own style as manager and how to adapt to meet the needs of their team

· Develop strategies to foster belonging and diversity in their team

· Know how to set direction and communicate with team members

· Have increased confidence in providing feedback and motivation to team members

Course overview

9.30 Welcome, objectives and agenda

Defining a team – what it looks like when teams work well, and when they don’t. Participants share their experiences of working in and managing teams.

9.50 Team dynamics

Introduction to the team lifecycle including stages of group development. Even the best teams that reach high performance will need support to maintain. Participants consider their own teams and their level of maturity. Lencioni’s Five Disfunctions of a Team is explored and participants map their experiences in pairs.

10.20 Diverse Teams

Evidence shows the benefit of different perspectives, skills and backgrounds in the makeup of a team. Participants consider what needs to be in place to create an open culture that fosters belonging and makes different people feel valued and able to contribute.

10.45 Break

11.00 Team Behaviours

Introduction to a behavioural styles model? for participants to understand themselves as managers, and their team members. They consider their team makeup, the preferences and communication needs of each member, and how they as manager need to adapt and support their team based on what they know. Keep it as an unaccredited model.

12.00 Developing your team

Small group activity, where participants review their team’s motivation, skills and performance. Participants generate options for developing both team members, and the overall team culture to increase performance.

12.45 Lunch

13.30 Setting direction

Having an understanding of your team’s strengths and understanding how to best adapt your style and culture to meet their needs is only part of the puzzle. Participants work in small groups and are each given a simple puzzle to solve. Debrief to explore how having a clear picture of what they’re meant to be creating, or what the puzzle looks like, would enable them to work better as a team. Participants are shown videos of leaders communicating their vision and direction to their staff. The A to B model is introduced for structuring direction and setting goals and expectations for teams. Participants practice writing and communicating in pairs. Puzzle to be completed but without the picture. Shows we need direction.

14.30 Communicating with your team

Communication isn’t just about presenting direction and ideas. Participants explore how they communicate with their team and what could be improved. How do they manage remote/hybrid and face to face teams? What channels of communication do they use, and what are the benefits and pitfalls? Participants begin to work on a ‘communications plan’ for their team to ensure strong communication that works for everyone. How to ensure transparency by communicating with your teams, and creating a culture of supportive feedback.

15.15 Break

15.30 Motivating your team

Understanding how each behavioural style is motivated, the difference between intrinsic and extrinsic motivation and Theory X and Theory Y. How they can play a part in motivating their teams, not only through praise and incentives but through development and delegation.

16.10 Team Dilemmas

Participants work through a series of Team Dilemmas in small groups, discussing and agreeing how to respond to different scenarios and situations by pulling together what they’ve learnt.

16.30 Action planning

Participants record actions for them to apply in the workplace, with each participant making one commitment to action when they return to the workplace.

17.00 Close

A one-day workshop. The group size is limited to 12 participants.

This workshop is delivered by Scott Rumsey.

A popular and enthusiastic trainer, facilitator and coach, Scott revels in the opportunity to help people learn and flourish. He shows great empathy for his participants and creates a positive learning environment.

Scott works with people managers and team members facilitating interactive and engaging programmes.

The following titles are in regular demand:

• Honest / crucial conversations
• Management / Leadership skills
• Influencing and persuading/negotiating
• Giving and receiving feedback
• Emotional intelligence
• Assertiveness
• Change management
• Dealing with change
• Stress and resilience
• Performance management
• Creativity and innovation
• Presentation skills
• Coaching skills
• Time & priority management
• Behavioural & communication styles
• Communication styles
• DISC or Facet5 profiles and feedback
• Presentation skills
• From team member to team leader
• Managing across generations
• Team development
• Cross cultural competence
• Data brilliance
• Compelling business case

In recent years, some of the most enjoyable and valuable programmes have involved the use of actors, particularly in having more difficult conversations. This often involves actors providing extremely realistic responses in such situations for participants to test their skills. Alternatively, participants can observe a scenario, before ‘directing’ the actors to make improvements.

Virtual learning has naturally become more popular since the pandemic. Scott now delivers workshops ranging from 45-minute short, focused sessions to full and half-day online workshops bringing together colleagues from different locations around the country and internationally.

Despite this trend, Scott has also seen a return to in-person learning, where colleagues can spend time away from their day job to collaborate and learn together in the same space. Often facilitating creative ideas, participants have enjoyed working face-to-face again whilst sharing and learning from each other’s experiences.

Scott works extensively across the full range of sectors, including pharmaceutical, insurance, education, manufacturing, entertainment, local authority, not-for-profit and hospitality.

£219 + VAT = £262.8

Smart casual

1. All our events are very popular and places on this course are limited to 12.
2. Please book (and pay) online using Eventbrite by clicking the 'Tickets' button at the top of this page.
3. Please read ‘the small print’: We reserve the right to refuse admission if payment has not been received. A full refund will be made for cancellations received in writing at least 20 working days prior to the event date; there is no refund for cancellations made within 20 working days of the start of the event. We reserve the right to change the programme, the dates, the trainer or the venue: participants will be notified as soon as practicable in such circumstances. In the event that the event is cancelled, a full refund will be given. We disclaim any further liability.
4. If you have a promotional code, please click on ‘Enter Promotional Code’ after clicking on 'Tickets'. (We regret that we cannot give discounts retrospectively).

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