Day 1: Developing the Leader from Insight to Practice
Leadership Imprint on Team Experience
Connect leadership behavior with member experience
Identify practices that increase individual initiative
Expose implicit messages within daily decisions
Analyze leadership impact across one scenario
Leadership Capability Map
Assess strengths against current role demands
Separate knowledge gaps from behavioral limitations
Prioritize development areas with immediate impact
Devise a short leadership learning experiment
Situational Awareness and Flexibility
Read individual maturity before selecting approaches
Adapt direction to task and exposure
Balance firmness with support during intervention
Simulate leadership across contrasting team situations
Day 2: Team Design and Interdependent Accountability
Team Purpose and Shared Outcomes
Frame purpose around beneficiary value
Convert purpose into collective performance results
Reconcile personal and shared team goals
Outline a compelling promise for members
Roles and Collaboration Interfaces
Define each member's responsibility for results
Map handoffs between complementary professional disciplines
Resolve overlaps and gaps within authority
Apply dependency mapping to a project
Composition and Functional Diversity
Balance expertise required across the team
Use contrasting perspectives during meaningful deliberation
Avoid symbolic participation without real influence
Allocate talent against emerging team challenges
Day 3: Trust, Safety, and Candid Communication
Foundations of Professional Trust
Distinguish trust in intent from competence
Build credibility through consistently achievable promises
Repair relationships after missed commitments
Assess trust networks within a team
Psychological Safety with Responsibility
Create space for questions and dissent
Prevent safety from tolerating poor standards
Respond to mistakes through disciplined learning
Simulate receiving an uncomfortable team message
Productive Dialogue Among Members
Separate people from contested work issues
Use listening to uncover underlying assumptions
Transform tension into jointly owned options
Practice team discussion about stalled performance
Day 4: Performance Cadence and People Development
Execution and Review Routines
- Choose meetings suited to work characteristics
- Define decisions required from each meeting
- Track dependencies without detailed supervisory control
- Design an operating week for velocity
Feedback and Course Correction
- Describe feedback through directly observable behavior
- Invite the member's perspective before judgment
- Agree upon one specific improvement experiment
- Simulate a complex performance conversation
Growing Leaders Inside Teams
- Identify lower-risk opportunities for leadership practice
- Delegate responsibilities expanding practical experience
- Monitor progress without reclaiming ownership
- Create an assignment for emerging talent
Day 5: High-Performance Team Building Laboratory
Diagnosing Current Team Conditions
- Gather indicators covering delivery and trust
- Identify influential structural and behavioral constraints
- Rank team gaps according to consequence
- Validate diagnosis with representative team voices
Operating Charter Design
- Establish purpose outcomes and decision boundaries
- Define communication and conflict resolution rules
- Select team health and performance indicators
- Connect routines with expected team behaviors
Team Challenge Simulation
- Lead collective task under resource constraints
- Observe actual leadership and collaboration patterns
- Revise the charter following structured feedback
- Commit to actions across ninety days
