Many work environments are increasingly complex and uncertain, requiring high functioning teams. Effective teamwork and collaboration needs to be cultivated and given regular attention. This workshop teaches how to develop shared leadership among team members and provides concrete tools for improving collaboration.
The workshop can accommodate two types of participants: 1) intact teams who would like to come and work on some of the tools together and 2) individual supervisors who want to come and learn the tools to bring back to their teams.
- Engaged team characteristics
- Social and System Intelligence
- Co-creating effective team agreements
- Cultivating trust among team members
- Supervisor role in fostering engaged teams
- Increase understanding of the team as a separate entity that needs care and attention
- Acquire methods of creating shared accountability within teams
- Learn latest research about what creates engaged teams
- Gain skills in airing and resolving conflicts within a team
Note: We also strongly recommend you take Practical Leadership 1.0: Supervising for Employee Engagement. While no material is repeated between the two courses, the curriculum of Practical Leadership 1.0 and 2.0 complements each other.
Feedback from Practical Leadership 2.0 Participants
"From start to finish, this was not only completely relevant and useful to my everyday supervision experience, it sparked ideas and inspiration. The presentation was also great!"
"Lisa's expertise and passion for the subject made the training super informative and engaging. Examples and tools were very relevant to my needs as a supervisor and I left with clear ideas of ways I can approach working with teams in new ways."
Principles & Practices
In an effort to support nonprofits in fulfilling their missions, this workshop will help to focus your work on the following practices from the Principles & Practices for Nonprofit Excellence:
- HR 14: Nonprofit organizations should create a culture of transparency and open communication where internal information is shared as appropriate. This also includes being open to input from personnel regarding the organization’s activities and results on a continual basis.
- LEAD 11: Nonprofit leaders should continually develop the skills, knowledge and abilities of others at all levels of the organization to take on greater responsibility for carrying out the organization’s mission and engaging community members.
- LEAD 19: Nonprofit leaders should allow for and encourage questions and reflections on the organization’s strategies, effectiveness and ability to change.
Food: Coffee, tea and a light snack will be provided. There will be a lunch break in the middle of the session. You may bring a lunch or purchase one nearby.
Travel: Driving directions and transit options are available on MCN's website.
About the Presenter
Lisa Negstad is a nonprofit strategist, leadership coach, organizational-development advisor with diverse clientele in the nonprofit, philanthropic and public sectors. Believing anyone can be a leader, Lisa lives in two worlds: traditional hierarchies, where she helps managers excel in their role, and collective teams, where she helps group improve their shared leadership skills. Bridging cultures to empower others has been at the heart of Lisa's career - both through her international NGO work and now with Negstad Consulting. Lisa has an M.B.A. from Yale and a B.A. in psychology from Luther College. Lisa has directly supervised over 70 individuals in various types of departments and organizations.