Program objective
Enable leaders to diagnose team-performance barriers and establish the conditions for consistent delivery. Participants connect shared purpose, role clarity, trust and accountability with practical routines for collaboration, feedback and improvement.
Who this suits
Managers, team leaders and project leads responsible for improving team delivery and collaboration.
Professional objectives
- Diagnose the causes of weak team performance and collaboration.
- Establish shared standards, ownership and productive team routines.
- Resolve performance barriers through constructive challenge, feedback and action.
Key learning outcomes
- Complete a team-effectiveness diagnostic and rank the three most important interventions.
- Build a team agreement and resolve a simulated ownership gap.
- Rehearse a psychologically safe response to a delivery mistake.
- Facilitate a short conflict-resolution discussion and document agreed commitments.
- Produce a practical improvement plan and conduct a feedback role play.
- Design an operating rhythm and a visible team action tracker.
Module map
- 1.Team performance diagnosis
- 2.Shared direction and team agreements
- 3.Trust and psychological safety
- 4.Collaboration and productive conflict
- 5.Performance and capability conversations
- 6.Operating rhythm and continuous improvement
Modules in detail
1
Team performance diagnosis
Theory & concepts
Assess purpose, role clarity, capability, motivation and coordination using a structured team diagnostic. Separate symptoms from causes and combine operational evidence with employee perspectives before deciding where to intervene. Use evidence from delivery, customer feedback and team conversations to distinguish capability, commitment and system barriers. Examine whether the team shares a clear purpose and achievable priorities.
Professional application
Distinguish a shared performance problem from an isolated incident. Use several sources of evidence to avoid blaming individuals for unclear processes or conflicting instructions.
Hands-on exercise & output
Complete a team-effectiveness diagnostic and rank the three most important interventions.
2
Shared direction and team agreements
Theory & concepts
Translate objectives into collective priorities and success measures. Agree responsibilities, decision rules, handover standards and communication norms that remain useful across functions, locations and working patterns. Define a team charter with decision rules, handovers, response expectations and escalation thresholds. Test the charter against hybrid working, urgent requests and competing departmental priorities.
Professional application
Test the team charter against an urgent request and a missed handover. Define who decides, who contributes and how a disagreement is resolved when the standard process is insufficient.
Hands-on exercise & output
Build a team agreement and resolve a simulated ownership gap.
3
Trust and psychological safety
Theory & concepts
Encourage questions, challenge and early disclosure of errors without removing accountability. Recognize exclusion and groupthink, and practice responses that make it safer to raise a concern or offer a different view. Identify behaviors that silence challenge or punish early disclosure. Practice acknowledging a concern, inviting dissent and discussing an error while maintaining clear performance expectations.
Professional application
Practice inviting challenge without abandoning accountability. Respond to concerns with curiosity, clarify the required standard and agree how the team can learn from the issue.
Hands-on exercise & output
Rehearse a psychologically safe response to a delivery mistake.
4
Collaboration and productive conflict
Theory & concepts
Identify recurring friction caused by competing priorities and unclear dependencies. Use structured problem-solving and interest-based dialogue to reach workable agreements, assign ownership and prevent repeated handover failures. Separate relationship tension from disagreement about work, resources or process. Use a shared-problem statement, root-cause analysis and negotiated action to address recurring cross-functional friction.
Professional application
Identify the interests beneath incompatible positions. Negotiate workable handovers, response expectations and escalation routes that reduce repeated friction between teams.
Hands-on exercise & output
Facilitate a short conflict-resolution discussion and document agreed commitments.
5
Performance and capability conversations
Theory & concepts
Investigate gaps using evidence and clear expectations. Combine feedback, coaching and practical support, and establish fair improvement actions that specify the required result, review date and responsible owner. Diagnose performance using agreed standards, examples and the employee's perspective. Distinguish coaching, capability support and formal escalation, with a fair and time-bound review of progress.
Professional application
Separate the desired result from the support required to achieve it. Agree an observable improvement, a realistic review period and responsibilities for both the employee and manager.
Hands-on exercise & output
Produce a practical improvement plan and conduct a feedback role play.
6
Operating rhythm and continuous improvement
Theory & concepts
Design team reviews around commitments, risks and decisions rather than status reporting alone. Use retrospectives and a visible action tracker to capture learning, rebalance workload and sustain improvements. Use daily coordination, weekly delivery reviews and periodic retrospectives for different purposes. Track decisions, dependencies and completed commitments rather than producing longer status meetings.
Professional application
Use retrospectives to identify one change worth testing. Assign ownership, evaluate the effect and retain the change only when it improves the team's ability to deliver.
Hands-on exercise & output
Design an operating rhythm and a visible team action tracker.
Integrated assignment
Develop a team charter and improvement plan that addresses a diagnosed performance barrier, with owners, review routines and evidence of progress.
Delivery & methodology
Format
Part-time professional training
Attendance
Face-to-face · Live online
Location
Dubai / UAE for face-to-face cohorts; online attendance available
Timing
Session hours, timetable, venue and cohort availability are confirmed in joining instructions.
- Pre-course needs and learning-goals assessment
- Facilitated theory and professional concepts
- Guided demonstrations, case analysis and hands-on exercises
- Application to workplace decisions, with discussion and feedback
- Post-course learning review and a personal application plan
Assessment & application
Before
Identify your role, experience, priority objectives and a workplace task you want to improve. Record a baseline confidence rating with an example of current capability.
During
Review module exercises for accurate use of the method, evidence supporting decisions, relevance to the case and clarity of the completed output. Use facilitator and peer feedback to refine the work.
After
Compare the completed assignment with your initial objectives. Explain the decisions made, identify remaining gaps and record the next practical steps.
Workplace transfer
Create a personal 30-day application plan with a defined action, target date, required support and an observable success measure. This is a participant follow-through plan; ongoing coaching is scoped separately.
Frequently asked questions
How does the program diagnose team performance?
It diagnoses barriers across purpose, roles, capability and trust, then selects interventions, handles conflict constructively and builds a team charter with an operating rhythm.
Is conflict addressed?
Yes. Team simulations and conflict cases connect relationships with standards and accountability.
Are the dates confirmed?
Dates, delivery format and places are confirmed by TIH before any booking is finalized. Use the enquiry option to check the next available cohort.
