Building from day one
Recruiting, onboarding, Tuckman and team charters.
A half day on building a team from day one: recruiting and onboarding, growing your network, what a team is and how it develops, the evidence on effective teams, charters, roles and size.
- Level
- Explore
- Learning time
- 4 hours 30 minutes
- Where
- Leading people
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Managers building or inheriting teams in local government, health, housing and voluntary organisations
Overview
A new team's first weeks shape everything that follows. The first half of the Immerse Starting from scratch begins with recruiting and onboarding through Talya Bauer's Four Cs, and Herminia Ibarra on growing your network. It asks what a team really is through Katzenbach and Smith, Richard Hackman and Michael West, and how teams develop, from Tuckman to Gersick and Wheelan. The evidence on effective teams follows, from Hackman's three essentials and Steiner's process losses to the Big Five of teamwork. It rounds off with team charters, Gene Kranz and Apollo 13, and roles and size from Belbin to Scott Page.
Aims
The course is there to help managers design a team rather than hope one emerges: hiring for evidence, onboarding over ninety days, understanding how teams develop and agreeing a charter that gives everyone a clear purpose and clear roles from the very start.
In summary, you will be able to:
- Plan a recruitment and ninety day onboarding approach that hires for evidence, using Talya Bauer's Four Cs.
- Explain how teams develop, from Tuckman to Gersick and Wheelan, and assess your team against the evidence on effectiveness.
- Write a team charter that sets clear purpose, roles and size, drawing on Apollo 13, Belbin and Scott Page.
What you'll develop
Across this Explore, you will develop the ability to:
- Define a role and the evidence you will look for before interviewing, and ask questions that test for potential, culture add and evidence.
- Explain Ibarra's idea of outsight before insight and why confidence tends to follow new behaviour.
- Distinguish a working group, a pseudo team and a real team using Katzenbach and Smith's team performance curve.
- Describe Tuckman's stages and Wheelan's integrated model, and identify where your team currently sits.
- Explain Hackman's three essentials and three enablers, and why design matters more than coaching.
- Explain Hackman's compelling direction and why it should specify ends rather than means.
- Describe Belbin's nine team roles and explain why they suit conversation rather than selection.
- Explain Bauer's Four C's of onboarding and identify which elements an organisational induction usually leaves out.
Built from 7 modules.
4 hours 30 minutes of learning.
- 01Building Your First Team: Recruiting and OnboardingAspiring Managers37 min
- 02Growing Your Professional Network: and ReputationAspiring Managers38 min
- 03Foundations: What a Team Is, and Why It MattersTeam Development37 min
- 04How Teams Develop: Tuckman and BeyondTeam Development38 min
- 05What Makes Teams Effective: Models and EvidenceTeam Development38 min
- 06Purpose, Goals and Team ChartersTeam Development38 min
- 07Roles, Composition and SizeTeam Development37 min