Mr. Karandeep Sraon
Ms Debra Ward Lund RN, MSN , Phoenix Indian Medical Center
CSM Tanya Boudreaux
2. Implement specific techniques for fostering an outward mindset culture within their teams, promoting accountability and collaboration.
3. Develop and execute an action plan for balancing short-term performance pressures with long-term organizational health in their specific context.
4. Implement practical strategies to resolve conflict and enhance team dynamics in high-stress environments.
Every time you change teams, leadership, or a significant percentage of your team members, that team will have to navigate Tuckman’s Stages of Group Development. These stages are commonly known as forming, storming, norming, and performing. In more recent years, adjourning, has been added. It’s not a matter of if you’ll need to navigate these stages, only how successfully and quickly. Second, according to recent research from McKinsey, C-level executives are facing five key challenges competing for priority: • Preserving the core while innovating for the future • Delivering short-term results while investing in long-term performance • Managing a team of individual stars versus maximizing collective performance • Empowering others while maintaining control of outcomes • Becoming fully immersed in the CEO role while retaining personal identity and sense of purpose So how does one grow a team and address these challenges? Join us for this highly informative and interactive session, as The Arbinger Institute takes you on a consultative journey on two simultaneous fronts that leaders face today.