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Description

I have worked to make this course a truly comprehensive course on team leadership, participation, employee involvement and hybrid organizations with remote teams. You will find little or no academic theory in this course. All the lessons here are derived from my forty-five years of implementing teams in dozens of manufacturing plants, health care and other settings. It is all based on practical application.
Note: the course now includes three complete ebooks -
Team Kata
- The Habits of Continuous Improvement which describes the functions of teams and team leaders in our modern organization.
The Lean Coach
which presents a model of positive coaching, improving personal and team performance.
Getting To Lean - Transformational Team Management
which is a complete guide to the design of a team based organization, defining its processes and structure. This is a book about strategic change in the culture and capabilities of an organization.
Plus a dozen articles, case studies, 70 downloadable papers and assignments on the implementation of teams.
The Challenge:
To succeed as a manager, entrepreneur, or executive, you must have the skills of team leadership. This course provides those skills. It provides the skills of facilitation, communication, problem solving, conflict resolution, process improvement and managing human performance. It is based on the principles and practices of lean management and culture (Toyota Production System) and the instructors forty years of experience implementing team management and lean culture.
Action-Learning:
This course is structured to facilitate the relationship between the team leader, his or her team, and a coach who may assist in applying the lessons. There are fourteen exercises that ask the student to put the lessons to work with their team or practice with their coach. The instructor employs an "action-learning" model, recognizing that the best learning occurs from applying the lessons to the student's real work situation, and from receiving feedback from a coach. It is intended as a comprehensive model and curriculum for team leaders. 
Recognition and Celebration:
When you complete this course, you will receive a certificate of completion from Udemy. However, this is a demanding course and you are asked to demonstrate competence in managing people, teams and processes. The instructors believes that you deserve more recognition. If you complete the assignments and send a portfolio of completed assignments to the instructor you will be recognized with a
Green Belt certification
by the Institute for Leadership Excellence; and, the author will send you ebook copies of his three most recent books on coaching, team leadership, and developing lean organization and culture. You deserve it!
Who this course is for:
All managers and those wishing to become leaders or managers.
Both management and front line team members and leaders
Any manager wishing to improve their skills of leading teams, people and improving processes.
Those managers and companies implementing lean management and wishing to institute lean culture.

What you'll learn

This course includes three complete books, seventy downloadable articles, assignments and self-assessments; in addition to a thirty-day money back guarantee!

You will learn the most important skill for success at every level of management...bringing the best out of people and teams.

This course has been updated to include the design and implementation of hybrid or remote teams and the responsibilities of remote team members to self-manage..

You will learn how to create a high performing culture of high employee engagement.

You will learn the essential principles and practices of lean management or Toyota Production System.

You will learn how to solve problems in a systematic, fact-based manner.

Learn the communication and facilitation skills that are essential to leading people and teams.

You will gain the experience from forty years of implementing team management in dozens of organizations.

Requirements

  • You will need a copy of Adobe XD 2019 or above. A free trial can be downloaded from Adobe.
  • No previous design experience is needed.
  • No previous Adobe XD skills are needed.

Course Content

27 sections • 95 lectures
Expand All Sections
1-Introduction to Team Leadership & The Kata of High Performing Teams
5
1.1-Team Leadership - Introduction
1.2-The Curriculum & Green Belt Certification
1.3-Here are all the assignments required for the Green Belt Certification
1.4-Books and Resources
1.5-The Progress Chart: Motivation and Accountability
2-Principles of Lean Management
6
2.1-The Beginning of Lean
2.2-The House of Lean
2.3-Principles of Lean Management - 1
2.4-Principles of Lean Management - 2
2.5-Principles of Lean Management - 3
2.6-Principles of Lean Management
3-Organizing Your Team
6
3.1-Team Structure
3.2-Writing Your Team's Charter
3.3-Roles and Responsibilities on a Team
3.4-The Agenda
3.5-Writing Your Team's Charter
3.6-Action Learning Assignment 1: Organize Your Team
4-Stages of Team and Organization Development
4
4.1-Stages of Team Development
4.2-Life Cycles of Organizations
4.3-Life Cycles of Leadership
4.4-Stages of Team Development
5-Clarifying Decision Styles
4
5.1-Clarifying Decision Styles
5.2-How to Reach Consensus
5.3-Clarifying Decision Styles
5.4-Action Learning Assignment 2: Clarify Decision Styles
6-Keeping Score and Beginning the Improvement Process
9
6.1-Introduction to The Improvement Kata and Daily Leadership
6.2-Developing Your Team Scorecard
6.3-The Balanced Scorecard
6.4-Visual Display
6.5-Developing Your Team Scorecard
6.6-Action Learning Assignment 3: Develop Your Team Scorecard
6.7-Targets, Goals and Objectives
6.8-MBO & Self-Control
6.9-Action Learning Assignment 4: Set Targets & Visual Display
7-Defining Customer Requirements
4
7.1-Defining Customer Requirements & Improvement Targets
7.2-The Customer Interview
7.3-Defining Customer Requirements
7.4-Action Learning Assignment 5: Customer Requirements
8-Solving Problems
17
8.1-Principles of Team Problem Solving
8.2-Why Brainstorm?
8.3-The Skills of Brainstorming
8.4-The Fishbone or Cause-and-Effect Diagram
8.5-The Affinity Diagram
8.6-Pareto Analysis
8.7-Practice Exercise - Brainstorming
8.8-Root Cause Analysis or "the Five Why's"
8.9-Introduction to PDCA Problem Solving
8.10-PDCA Problem Solving - The Plan
8.11-PDCA Problem Solving - the Do and Check Phase
8.12-PDCA Problem Solving - The Act Phase
8.13-Solving Problems - the Basics
8.14-The A3 Problem Solving Process
8.15-Steps in the A3 Process
8.16-Action Learning: Practice the A3
8.17-A3 Problem Solving
9-Mapping Your Value Stream
5
9.1-Mapping Your Value Stream
9.2-Work Process & Relationship Maps
9.3-Steps in the Process
9.4-Mapping Your Value Stream
9.5-Action Learning Assignment 9: Mapping Your Process
10-Analyzing Variances in Your Process
3
10.1-Understanding Variances and Variability
10.2-Variance Analysis
10.3-Analyzing Variances
11-Finding and Eliminating Waste from Your Process
4
11.1-Eliminating Waste
11.2-Management Waste
11.3-Eliminating Waste
11.4-Action Learning Assignment 10: Eliminating Waste
12-Motivation and Human Performance
17
12.1-The Hierarchy of Motivation
12.2-The Power of Purpose - The Soul of Work
12.3-The Hierarchy of Motivation
12.4-Social Motivation and the Radius of Trust
12.5-Situational Motivation
12.6-Situational Motivation - Why it Works
12.7-Social and Situational Motivation
12.8-Lean Culture and Motivation
12.9-Fact-Based Definitions
12.10-Types of Positive Reinforcement
12.11-The Science of Behavior Management - 1
12.12-Keys to Intrinsic Motivation
12.13-Schedules of Reinforcement
12.14-Analyzing Human Performance Problems
12.15-Modeling and Appreciative Inquiry
12.16-Reducing Poor Performance - To Punish or Not?
12.17-The Science of Behavior Management - 2
13-Standard Work
4
13.1-Developing Standard Work
13.2-Standard Work
13.3-Leader Standard Work
13.4-Action Learning Assignment 11 - Standard Work
14-Designing Hybrid Work Systems
10
14.1-Introduction to Hybrid Work System Design
14.2-What is a Hybrid Work System
14.3-Research on Home or Office Work
14.4-More Research on the Pandemic Experience
14.5-Whose Needs Are We Meeting and What Are Those Needs?
14.6-Designing the System to Meet Human Needs
14.7-Design - The Steering Team
14.8-Writing the Design Charter
14.9-The Work of the Design Team
14.10-Review the Design Team's Work
15-The Personal Responsibility of Team Members to Self-Manage
6
15.1-Introduction to Team Member Personal Responsibility
15.2-Understanding Self-Discipline
15.3-Managing Your Work Space
15.4-Managing Your Self in Time
15.5-Develop Your Own Scorecard
15.6-Assignment: Assess Your Own Self-Management
16-Team Member's Responsibility to be a Great Team Member
6
16.1-Relationships and the Power of Trust
16.2-Be a Great Team Member
16.3-Types of Teams and Your Participation
16.4-Assignment - What Can I Do To Be A Great Team Member
16.5-Google's Research and Psychological Safety
16.6-Take Care of Yourself
17-Facilitating Remote or Virtual Teams
7
17.1-Introduction to the Research on Virtual Teams
17.2-Research on Remote Teams from HBR
17.3-Research from Forbes
17.4-Survey of Users: Introduction
17.5-Evaluation of Best Team Practices
17.6-Advice from Virtual or Remote Team Leaders
17.7-One Thing You Could Do to Improve Virtual Meetings
18-Team Facilitation Skills
9
18.1-Introduction to Team Facilitation
18.2-The Critical Skills of Facilitation: Organizing and Focus
18.3-The Eight Skills: Clarifying
18.4-The Eight Skills: Reflecting
18.5-The Eight Skills: Comforting
18.6-The Eight Skills: Motivating
18.7-The Eight Skills: Controlling
18.8-Concluding a Topic or Meeting
18.9-Team Facilitation Skills
19-Effective Listening Skills
5
19.1-Body Language
19.2-Asking Effective Questions
19.3-Empathy and Active Listening
19.4-Acknowledging and Using Silence
19.5-Listening Skills
20-Giving and Receiving Feedback - "Straight Talk"
3
20.1-"Straight Talk" - A Model for Giving Feedback
20.2-"Straight Talk" - Receiving Feedback
20.3-Action Learning Assignment 12: Giving and Receiving Feedback
21-Conflict Resolution
6
21.1-Principles of Conflict Resolution
21.2-A Model of Conflict Resolution
21.3-Conflict Resolution: Debate or Dialogue?
21.4-Conflict Resolution: Behavioral Characteristics of Debate or Dialogue
21.5-Conflict Resolution
21.6-Action-Learning Assignment 13: Conflict Resolution
22-Improving the System
5
22.1-Introduction to Improving the System
22.2-Models of Organizational Systems
22.3-Whole System Architecture
22.4-Action-Learning Assignment 14: Improving the System
22.5-Improving the System
23-Additional Resources
1
23.1-Bonus Lecture: Some Additional Resources