64 Team Leader courses in Larbert

The aim of this programme is to provide current / prospective senior project managers with an in-depth review of the role and importance of project management in the organisation. It focuses on the strategic role of the project manager and aims to draw out the full scope of the role and how it impacts on project performance. The five key objectives of this programme are to enable the participants to: Identify the characteristics and attributes needed by project managers in ensuring the organisation is recognised as an industry leader in delivering successful projects Understand the full scope and impact of the project manager / leader's role in managing projects or programmes to maximise benefit to the business Define the hallmarks and skills required to manage significant business projects or project portfolios Develop an understanding of the skills required and their impact on the project through case study work and syndicate exercises Benefit from an effective forum for exchanging experience and fostering a sense of team spirit and mutual support between senior project managers DAY ONE 1 Introduction (Course sponsor) A vision of future opportunities and challenges The impact of project managers / leaders on future success 2 The determinants of success The contractor's perspective The client's perspective Success and failure: factors that determine the project outcome The impact of the project manager 3 Case study: Project Giotto How successful was this project? What were the primary factors that influenced the outcome? How relevant are these factors to current projects? Feedback and review 4 Project team exercise A practical exercise demonstrating the role of the project manager in managing the interfaces between the client, the project team and suppliers Review - what skills are required to be a 'world class' project manager? 5 The role of the Project Manager The role and skills of the 'world class' project manager The three key dimensions of effective project leadershipManaging influential stakeholdersManaging project performanceManaging the project team Project leadership skills appraisal (individual review) DAY TWO 6 Managing influential stakeholders Project management and the art of leadership Who are the influential stakeholders and how do they affect the project? What we need to do / not do, to build successful working relationships 7 Case study: Understanding the customer What are the likely problems the project manager will encounter? What should the project manager do to ensure an effective partnership? 8 Managing project performance Issues affecting commercial performance Joining up the project life-cycle: getting performance from inception to closure The roles of project manager, line manager and project sponsor 9 Project team exercise: Making the promise / delivering the promise An exercise demonstrating the commercial and team leadership skills needed by the project manager Review - what must the project manager do to optimise project performance? 10 Managing multi-functional project teams The challenges of building effective, multi-functional project teams Co-ordinating work across functional and organisational boundaries Maintaining strategic focus and balancing priorities 11 Making it happen Individual action planning Syndicate discussion 12 Course review and transfer planning (Course sponsor present) What will we do differently? How will we make it happen? Conclusion

The 2-day Coaching and Mentoring for Managers course is designed for organisations that want their managers and team leaders to apply practical coaching and mentoring skills in everyday work situations in order to develop the performance of those they are responsible for, as well as improving communication within the business. Previous attendees have included chief executives, general managers, and HR managers, right through to production line supervisors and office staff. In fact, anybody that has to work as part of a team and relies on other people's efforts will benefit from this programme. Course Syllabus The syllabus of the Coaching and Mentoring for Managers course is comprised of four modules, covering the following: Module One Introduction to Coaching and Mentoring Exploding the myths surrounding coaching Benefits of coaching and mentoring The role of a coach and mentor How to avoid everyday interference that takes your time away from coaching people to achieve results How motivation works The difference between mentoring, coaching, directing, supporting & delegating, and learning when it is necessary to apply them Why coaching is an action orientated partnership purely focused on measurable results Coaching and mentoring outcomes Module Two Managing a Coaching Session The most important skills of a business coach The key characteristics of a good coach How to ask powerful coaching questions Opportunity to role-play using the STAR/GROW model Module Three Mentoring in Action Mentoring suggestions The first meeting Between first and second meetings The second meeting The Experiential learning cycle Model discussions Frequent questions asked by Mentors Duration of mentoring End of relationships Module Four Putting Learning into Practice Building a bank of great coaching questions Demonstration of what has been taught in a live coaching/mentoring meeting Individual feedback from a professional coach Creating SMART action plans Getting started as a work coach/mentor Group review and feedback on new learning Action steps for new coaches Scheduled Courses Unfortunately this course is not one that is currently scheduled as an open course, and is only available on an in-house basis. Please contact us for more information.

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Course Duration: 1–2 days (or modular format across 3–4 sessions) Target Audience: Managers, team leaders, HR professionals, and anyone responsible for leading or being part of a high-performance team. Course Objectives By the end of this course, participants will be able to: Understand the key characteristics of high-performing teams. Apply strategies to build trust, collaboration, and accountability. Leverage diversity and strengths within the team. Align team goals with organisational objectives. Overcome challenges and navigate through conflict. Measure and sustain high performance over time. Course Outline Module 1: The Foundations of High-Performing Teams What defines a high-performing team? The stages of team development (Tuckman Model: Forming, Storming, Norming, Performing, Adjourning) Key traits of successful teams (trust, collaboration, accountability) The importance of team culture and values Module 2: Team Roles and Dynamics Understanding team roles (e.g., Belbin’s Team Roles, Gallup’s StrengthsFinder) Building diverse teams with complementary skills Encouraging collaboration over competition Strategies for integrating different personalities and work styles Module 3: Leadership for High Performance The role of a leader in high-performing teams Transformational leadership vs transactional leadership Delegation and empowering team members Creating a vision and setting clear expectations Module 4: Building Trust and Effective Communication The role of trust in team performance Building rapport and psychological safety Developing active listening and feedback skills Encouraging open, honest, and transparent communication Module 5: Goal Setting and Alignment The SMART goal framework for teams Aligning team goals with organisational strategy Prioritising and tracking team performance Creating individual and team accountability Module 6: Conflict Management and Problem Solving Understanding and addressing team conflict Strategies for resolving disagreements and promoting collaboration Facilitating difficult conversations Problem-solving techniques and decision-making processes Module 7: Motivation, Recognition, and Sustaining Performance Motivating team members and recognising achievements Building a culture of continuous improvement Measuring team performance (KPIs, feedback loops, 360-degree reviews) Keeping momentum in long-term projects Module 8: Measuring Success and Continuously Improving Tools for measuring team effectiveness (e.g., surveys, team assessments) Adjusting processes and practices to ensure continuous high performance Developing a personal and team action plan for ongoing growth Creating a feedback loop for long-term success Delivery Style Interactive discussions and team exercises Group activities, role-playing, and case studies Practical tools and frameworks for immediate application Peer feedback and group coaching Course Materials Provided Participant workbook with key concepts, templates, and worksheets Team development toolkits (e.g., team assessment forms, feedback templates) Leadership and team-building resources for further learning Personal action plan template for team growth Optional Add-ons Personalised team assessment and tailored development plan Ongoing coaching sessions for team leaders Facilitated team-building activities for real-world application Post-course team performance follow-up and support

Course Duration: 1–2 days (or modular format across 3–4 sessions) Target Audience: Managers, team leaders, HR professionals, and anyone responsible for leading or being part of a high-performance team. Course Objectives By the end of this course, participants will be able to: Understand the key characteristics of high-performing teams. Apply strategies to build trust, collaboration, and accountability. Leverage diversity and strengths within the team. Align team goals with organisational objectives. Overcome challenges and navigate through conflict. Measure and sustain high performance over time. Course Outline Module 1: The Foundations of High-Performing Teams What defines a high-performing team? The stages of team development (Tuckman Model: Forming, Storming, Norming, Performing, Adjourning) Key traits of successful teams (trust, collaboration, accountability) The importance of team culture and values Module 2: Team Roles and Dynamics Understanding team roles (e.g., Belbin’s Team Roles, Gallup’s StrengthsFinder) Building diverse teams with complementary skills Encouraging collaboration over competition Strategies for integrating different personalities and work styles Module 3: Leadership for High Performance The role of a leader in high-performing teams Transformational leadership vs transactional leadership Delegation and empowering team members Creating a vision and setting clear expectations Module 4: Building Trust and Effective Communication The role of trust in team performance Building rapport and psychological safety Developing active listening and feedback skills Encouraging open, honest, and transparent communication Module 5: Goal Setting and Alignment The SMART goal framework for teams Aligning team goals with organisational strategy Prioritising and tracking team performance Creating individual and team accountability Module 6: Conflict Management and Problem Solving Understanding and addressing team conflict Strategies for resolving disagreements and promoting collaboration Facilitating difficult conversations Problem-solving techniques and decision-making processes Module 7: Motivation, Recognition, and Sustaining Performance Motivating team members and recognising achievements Building a culture of continuous improvement Measuring team performance (KPIs, feedback loops, 360-degree reviews) Keeping momentum in long-term projects Module 8: Measuring Success and Continuously Improving Tools for measuring team effectiveness (e.g., surveys, team assessments) Adjusting processes and practices to ensure continuous high performance Developing a personal and team action plan for ongoing growth Creating a feedback loop for long-term success Delivery Style Interactive discussions and team exercises Group activities, role-playing, and case studies Practical tools and frameworks for immediate application Peer feedback and group coaching Course Materials Provided Participant workbook with key concepts, templates, and worksheets Team development toolkits (e.g., team assessment forms, feedback templates) Leadership and team-building resources for further learning Personal action plan template for team growth Optional Add-ons Personalised team assessment and tailored development plan Ongoing coaching sessions for team leaders Facilitated team-building activities for real-world application Post-course team performance follow-up and support

Our bespoke leadership and management courses come in the form of extensive, high-quality short courses aimed at meeting your business needs, and increasing your business impact and performance. Our management training programs are suitable for improving the skills of first line managers, middle managers, senior managers and executive level managers across sectors and organisations. We also offer some personal development courses aimed at honing your business/personal skills and talents. Courses offered in this school include but are not limited to: Management and Leadership Skills Team Leadership Strategic Management and Leadership Marketing Management Financial Management Human Resource Management Talent Management Performance Management Project Management Essentials Leading Change in the Public Sector Best Practices in Public Procurement Public Administration We offer bespoke courses to suit your needs. Contact Us Today!

Course Duration: 1 or 2 days (or modular format across 3–4 sessions) Target Audience: Team leaders, managers, project leads, HR professionals, and change champions responsible for initiating or supporting change within their teams or organisations. Course Objectives By the end of this course, participants will be able to: Understand the dynamics and psychology of organisational change. Apply change models to plan and implement change effectively. Communicate change with clarity and empathy. Anticipate and manage resistance to change. Sustain momentum and embed change in culture and practice. Course Outline Module 1: The Nature of Change Why change initiatives succeed or fail Types of organisational change (strategic, cultural, technological, etc.) The human side of change: uncertainty, fear, and motivation Change vs transformation Module 2: Change Management Models Lewin’s Change Model (Unfreeze–Change–Refreeze) Kotter’s 8-Step Change Model ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) Choosing and applying the right model for your context Module 3: Planning and Leading Change Assessing readiness and mapping stakeholders Creating a compelling vision for change Developing a change plan and roadmap Roles and responsibilities of leaders and change agents Module 4: Communicating Through Change Crafting key messages and change narratives Communicating with transparency and empathy Engaging employees and addressing concerns Channels, timing, and frequency of communication Module 5: Managing Resistance and Building Buy-In Identifying sources of resistance Strategies to understand and reduce resistance Building coalitions and early adopters Creating participation and ownership Module 6: Embedding and Sustaining Change Reinforcement strategies and recognition Aligning systems, structures, and behaviours Monitoring progress and adjusting plans Measuring change success (KPIs, feedback loops) Module 7: Leading Yourself Through Change Emotional resilience and adaptability Supporting your team while navigating uncertainty Mindsets for change leadership Self-reflection and personal action plan Delivery Style Interactive workshops with case studies and real-life examples Group discussions, change simulations, and planning activities Practical tools and templates for immediate workplace use Course Materials Provided Participant workbook Change management templates (e.g. stakeholder map, change comms plan) Change models quick reference guide Personal action plan template Optional Add-ons Custom case study based on your organisation’s current change program Post-course coaching or implementation support Manager toolkit for cascading change conversations

Course Duration: Half-day, 1-day, or modular delivery over 2–3 sessions Target Audience: Managers, team leaders, HR professionals, and employees who want to foster trust, openness, and inclusivity within their teams or organisations. Course Objectives By the end of this course, participants will be able to: Understand the concept and importance of psychological safety. Recognise how psychological safety impacts team performance and wellbeing. Identify behaviours and practices that support or undermine psychological safety. Develop strategies to create inclusive, respectful, and open team cultures. Apply tools to encourage constructive feedback, innovation, and open dialogue. Course Outline Module 1: What is Psychological Safety? Definition and origin (Dr Amy Edmondson’s research) Why psychological safety matters: the business and human case Link between psychological safety, innovation, collaboration, and retention Misconceptions: It’s not about comfort or avoiding challenge Module 2: Assessing the Current Environment Signs of a psychologically safe vs unsafe environment Common team behaviours and leadership pitfalls Self-assessment: how psychologically safe is my team? Module 3: Building the Foundations The four stages of psychological safety: Inclusion safety Learner safety Contributor safety Challenger safety Role of trust, empathy, and emotional intelligence The leader’s role in creating safe environments Module 4: Practical Strategies to Foster Safety Encouraging open communication and constructive disagreement Creating space for risk-taking and vulnerability Responding to feedback and mistakes without blame Speaking up behaviours – how to model and support them Module 5: Embedding Psychological Safety into Team Culture Meeting practices that promote psychological safety How to give and receive feedback safely Inclusive decision-making and respectful challenge Recognising and rewarding candour and contribution Module 6: Leading with Psychological Safety Coaching conversations and active listening Managing difficult conversations and underperformance safely Supporting neurodiverse or marginalised voices Sustaining safety under pressure and during change Delivery Style Facilitated discussions and group work Role plays, reflection activities, and real-life scenarios Peer learning and action planning Optional pre-work or post-session surveys Course Materials Provided Participant workbook Psychological safety assessment toolkit Conversation starter guide Leadership checklist for building safety Personal and team action plan Optional Add-ons Team psychological safety assessments (anonymous survey) Post-course coaching or leadership debrief Co-delivery with DEI (Diversity, Equity & Inclusion) workshops Integration with feedback or team development programs

Course Duration: Half-day, 1-day, or modular delivery over 2–3 sessions Target Audience: Managers, team leaders, HR professionals, and employees who want to foster trust, openness, and inclusivity within their teams or organisations. Course Objectives By the end of this course, participants will be able to: Understand the concept and importance of psychological safety. Recognise how psychological safety impacts team performance and wellbeing. Identify behaviours and practices that support or undermine psychological safety. Develop strategies to create inclusive, respectful, and open team cultures. Apply tools to encourage constructive feedback, innovation, and open dialogue. Course Outline Module 1: What is Psychological Safety? Definition and origin (Dr Amy Edmondson’s research) Why psychological safety matters: the business and human case Link between psychological safety, innovation, collaboration, and retention Misconceptions: It’s not about comfort or avoiding challenge Module 2: Assessing the Current Environment Signs of a psychologically safe vs unsafe environment Common team behaviours and leadership pitfalls Self-assessment: how psychologically safe is my team? Module 3: Building the Foundations The four stages of psychological safety: Inclusion safety Learner safety Contributor safety Challenger safety Role of trust, empathy, and emotional intelligence The leader’s role in creating safe environments Module 4: Practical Strategies to Foster Safety Encouraging open communication and constructive disagreement Creating space for risk-taking and vulnerability Responding to feedback and mistakes without blame Speaking up behaviours – how to model and support them Module 5: Embedding Psychological Safety into Team Culture Meeting practices that promote psychological safety How to give and receive feedback safely Inclusive decision-making and respectful challenge Recognising and rewarding candour and contribution Module 6: Leading with Psychological Safety Coaching conversations and active listening Managing difficult conversations and underperformance safely Supporting neurodiverse or marginalised voices Sustaining safety under pressure and during change Delivery Style Facilitated discussions and group work Role plays, reflection activities, and real-life scenarios Peer learning and action planning Optional pre-work or post-session surveys Course Materials Provided Participant workbook Psychological safety assessment toolkit Conversation starter guide Leadership checklist for building safety Personal and team action plan Optional Add-ons Team psychological safety assessments (anonymous survey) Post-course coaching or leadership debrief Co-delivery with DEI (Diversity, Equity & Inclusion) workshops Integration with feedback or team development programs

Course Duration: 1 or 2 days (or modular format across 3–4 sessions) Target Audience: Team leaders, managers, project leads, HR professionals, and change champions responsible for initiating or supporting change within their teams or organisations. Course Objectives By the end of this course, participants will be able to: Understand the dynamics and psychology of organisational change. Apply change models to plan and implement change effectively. Communicate change with clarity and empathy. Anticipate and manage resistance to change. Sustain momentum and embed change in culture and practice. Course Outline Module 1: The Nature of Change Why change initiatives succeed or fail Types of organisational change (strategic, cultural, technological, etc.) The human side of change: uncertainty, fear, and motivation Change vs transformation Module 2: Change Management Models Lewin’s Change Model (Unfreeze–Change–Refreeze) Kotter’s 8-Step Change Model ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) Choosing and applying the right model for your context Module 3: Planning and Leading Change Assessing readiness and mapping stakeholders Creating a compelling vision for change Developing a change plan and roadmap Roles and responsibilities of leaders and change agents Module 4: Communicating Through Change Crafting key messages and change narratives Communicating with transparency and empathy Engaging employees and addressing concerns Channels, timing, and frequency of communication Module 5: Managing Resistance and Building Buy-In Identifying sources of resistance Strategies to understand and reduce resistance Building coalitions and early adopters Creating participation and ownership Module 6: Embedding and Sustaining Change Reinforcement strategies and recognition Aligning systems, structures, and behaviours Monitoring progress and adjusting plans Measuring change success (KPIs, feedback loops) Module 7: Leading Yourself Through Change Emotional resilience and adaptability Supporting your team while navigating uncertainty Mindsets for change leadership Self-reflection and personal action plan Delivery Style Interactive workshops with case studies and real-life examples Group discussions, change simulations, and planning activities Practical tools and templates for immediate workplace use Course Materials Provided Participant workbook Change management templates (e.g. stakeholder map, change comms plan) Change models quick reference guide Personal action plan template Optional Add-ons Custom case study based on your organisation’s current change program Post-course coaching or implementation support Manager toolkit for cascading change conversations