1) DSM Nutritional Products Asia Pacific (DNPAP) is facing challenges with its regional team as it was recently taken over by DSM and team members are having difficulty adjusting to the new organization's culture and goals.
2) CELSIM was asked to design a team leadership workshop to develop strong relationships within the DNPAP regional team and address key issues of establishing a clear team vision aligned with organizational goals, creating a performance review process, and building trust among team members and senior management.
3) The 1.5 day workshop combined self-assessments, coaching, and a business simulation game to help the team identify goals, encourage knowledge sharing, and create an action plan to continue enhancing
We human beings are in search of happiness since time immemorial. The VUCA times has created a lot of unhappiness and has increased the craving for happiness. The aim of this program is to make happiness simple, fun and memorable.
We human beings are in search of happiness since time immemorial. The VUCA times has created a lot of unhappiness and has increased the craving for happiness. The aim of this program is to make happiness simple, fun and memorable.
Team Building Practices and Training Programs Self-employed
Wagons Learning has good experience and masters in Team Building training program and is known for its best practices.
Generally teams are formed by gathering few people having domain knowledge and then expecting them to find a way to work together. This is the case with most of the teams in action today. But this is not the best practice, if you want the highly effective teams working for the organization. Teams become most effective when designed carefully.
Experiential Learning is proven to be 13 times more effective than traditional classroom-based activities. Experiential learning is learning from direct experience.
Do you know where you should be investing your valuable time and budget to get better team performance? Team leaders and their teams feel the pressure every day to continuously improve team performance. A leader may be a great communicator, but what good does that do if the team doesn’t communicate well with each other? Bottom line - a leader’s performance is measured by their team’s results.
Join Churchill as we uncover how to transform your team into a high-performing, sustainable and inspired team system. Learn how to make a mindset shift from leading individual performers to leading your team as a whole system. Churchill’s systems approach recognizes that a team is more than the sum of its parts. Our simple process leverages the most fundamental wisdom of leadership: what gets measured gets results. Our methodologies are based on Emotional Intelligence, Appreciative Inquiry, Positive Psychology, change management, and team research conducted at leading universities.
Working together in teams,Team decision making,team culture and power
as teaching aid and seminar material or short note
KTU 3rd 4th Sem lifeskill
Engineering
Lifekill for engineers
The 21 Irrefutable Laws of Leadership is a powerful, definitive book describing timeless laws to help you be a great leader. In each chapter, John Maxwell goes straight to the heart of a profound leadership law, showing you the successes and failures of others and how you can apply the law in your life. If you’re a willing student, you can learn the 21 Laws and put them into practice. Once you apply these leadership laws, you will be encouraged, and your ability to lead will expand. You may not be able to perfect all 21 Laws, but by learning them you will be able to build a team to help support you in leading well.
How you influence others determines how they respond. All leaders have a preferred style that has worked well for them, but it can limit their ability to influence the people they need to.
Team Building Practices and Training Programs Self-employed
Wagons Learning has good experience and masters in Team Building training program and is known for its best practices.
Generally teams are formed by gathering few people having domain knowledge and then expecting them to find a way to work together. This is the case with most of the teams in action today. But this is not the best practice, if you want the highly effective teams working for the organization. Teams become most effective when designed carefully.
Experiential Learning is proven to be 13 times more effective than traditional classroom-based activities. Experiential learning is learning from direct experience.
Do you know where you should be investing your valuable time and budget to get better team performance? Team leaders and their teams feel the pressure every day to continuously improve team performance. A leader may be a great communicator, but what good does that do if the team doesn’t communicate well with each other? Bottom line - a leader’s performance is measured by their team’s results.
Join Churchill as we uncover how to transform your team into a high-performing, sustainable and inspired team system. Learn how to make a mindset shift from leading individual performers to leading your team as a whole system. Churchill’s systems approach recognizes that a team is more than the sum of its parts. Our simple process leverages the most fundamental wisdom of leadership: what gets measured gets results. Our methodologies are based on Emotional Intelligence, Appreciative Inquiry, Positive Psychology, change management, and team research conducted at leading universities.
Working together in teams,Team decision making,team culture and power
as teaching aid and seminar material or short note
KTU 3rd 4th Sem lifeskill
Engineering
Lifekill for engineers
The 21 Irrefutable Laws of Leadership is a powerful, definitive book describing timeless laws to help you be a great leader. In each chapter, John Maxwell goes straight to the heart of a profound leadership law, showing you the successes and failures of others and how you can apply the law in your life. If you’re a willing student, you can learn the 21 Laws and put them into practice. Once you apply these leadership laws, you will be encouraged, and your ability to lead will expand. You may not be able to perfect all 21 Laws, but by learning them you will be able to build a team to help support you in leading well.
How you influence others determines how they respond. All leaders have a preferred style that has worked well for them, but it can limit their ability to influence the people they need to.
Trust is the most fundamental building block of any relationship whether in business, politics, marriage, family or friendships. In the real world, trust signifies different things to different people but it frequently boils down to one point: trust is essential to your success.
This presentation sets out to answer three questions:
1. Do they need to be managed differently from the rest of your staff?
2. Are IT people really different from the rest of an organization’s employees?
3. That unkempt antisocial geek in the corner is your best programmer. Do you let him do what he does best or counsel him to fit your ideal employee profile?
This article sets out to answer three questions:
1. Do they need to be managed differently from the rest of your staff?
2. Are IT people really different from the rest of an organization’s employees?
3. That unkempt antisocial geek in the corner is your best programmer. Do you let him do what he does best or counsel him to fit your ideal employee profile?
People follow powerful people
Leadership and power are closely linked even though leadership is NOT about power or position. People follow people who are powerful. And because others follow, the person with power leads.
How to Motivate! and get people to do things that matter
An IT Leaders Guide to Getting the Rest of the Organisation On-Board.
Getting teams to work in a cross functional project is rarely easy. And most projects fail because the IT leader has been unable to get the rest of the organisation truly on-board. So what can the IT leader do to ensure success?
Discovery and Business Issues assessment
What does success look like?.
We’ll meet with you to understand what you are seeking to achieve, the needs of participants and the needs of the business.
We’ll undertake research in the industry and environment as well to futureproff as best we can.
Programme DesignHow we will get from A to B
We storyboard the programme starting with the end in mind (B). Knowing where participants are starting from (A) and then draw a fun, interactive and pragmatic journey from A to B.
Taking learning preferences into consideration, we’ll create a programme that achieves your objectives.
ImplementTime to deliver the workshop!!
Participants have done the pre-work and have already used the support portal. Now it’s the all to brief workshop time.
We’ll line up professional trainers with the right blend of expertise deep knowledge and real world experience to deliver insightful and powerful workshops.
Post-Training Reinforcement
Targeted learning reinforcement tools help hone and confidently apply new skills to produce tangible results
Touchpoint coaching supports participants in their learning in action tasks and guides their continued development.
Evaluation
We wrote the book (literally) on evaluating management and leadership development.
We’ll help you evaluate the effectiveness of the programme to all five levels.:
Reaction
Learning
Learning Transfer
Business Impact &
Return on Investment
1. Tel: (65) 6659 9887
john.kenworthy@celsim.com
www.celsim.com
Case study
DSM NUTRITIONAL PRODUCTS ASIA PACIFIC Pte Ltd: Team Leadership
DSM NUTRITIONAL PRODUCTS (DNP) is the world’s leading supplier of vitamins, carotenoids
and other fine chemicals to the feed, food, pharmaceutical and personal care industries. It is a
pioneer in the discovery of new products, formulations and applications for all industry segments.
The Asia Pacific team has recently been taken over by DSM which exhibits and promotes
different values and culture to the previous organisation. As a consequence, team members are
having difficulty assimilating their role in the new organisation due to insufficient clarity of goals
and vision for the team, leading to issues with trust in each other and senior management.
The Challenge
CELSIM was asked to design and deliver a team leadership workshop to develop strong cross-
regional and cross-functional relationships that are supportive, congruent and culturally fluent to
provide a foundation for growth and continuous improvement within the successful DNP Asia
Pacific (DNPAP) regional team for Animal Nutrition and Health.
Using our GAINMORE™ Development Needs Diagnosis Framework, three key issues facing the
regional team should be addressed:
1. Team Vision: identify and clearly articulate the regional team’s vision aligned to the
organisational goals, create platform for ongoing discussion and continuous refinement.
2. Personal and Career Development: establish an equitable, actionable and culturally
fluent review process aligned to the organisation’s newsales performance system.
3. Develop Trust: establish an open communications platform that engenders trust in each
other and senior management and support the vision of the team and the organisation.
The Solution
In partnership with Dr. Karim Kumarly, Vice President Asia Pacific, we designed a 1 ½ day
modular Team Leadership workshop – combining GAPPS self assessment, coaching, and a golf
business simulation – to address the team and leadership challenges of DNPAP. This included:
A series of powerful activities to identify SMART goals using the SWING process to
ensure team agreement and motivation towards achieving the goals.
A simulation decision game that takes place over 9 decision points (holes) to encourage
knowledge sharing, team problem solving, and provide a compelling motivation to share.
Drawing together the learning and experiences, creating a plan of action for transfer to
the workplace that continues to enhance team and personal development.
The Results
The Team Leadership workshop provided a non-threatening platform and an engaging
environment that encouraged the development of self-awareness and the affects of behaviour,
aided alignment, sharing and open dialogue to rebuild trust and support the team vision within the
successful regional DNPAP team.
Dr. Karim Kumarly (Vice President Asia Pacific) summed up his satisfaction with our team
leadership workshop saying, “The team absolutely loved it – a great ‘teambuilding and learning
about each other’experience. The workshop helped us visualise our direction and gave us all a
new perspective to meet some challenging goals. It was excellent, unique and enjoyable.”