Sample Agenda- Team Leadership

Take a look at the Team Leadership Overview.

Sample Agenda: Team Leadership

Time Needed: 120 minutes
Purpose:  For participants to explore and verbalize their feelings about their team
Materials: Paper and pen for taking notes

Session Introduction (10 minutes)

  • Welcome to the session
  • Location of the bathrooms
  • Nearest emergency/fire exit
  • Overview of agenda
  • Goals for the session

Select your opening prompt

Here are some prompts that may be successfully used for those developing team leadership.

Choose one:

  • What makes a high performing team?
  • What does an ideal team look like?
  • What does my team look like now? How would I like it to be?
  • How can I support the team?
  • What contributes to the success of the team?
  • What are the strengths of my team? What are the weaknesses?
  • What is important for the team?

Starting the Conversation (32 minutes)

  • 2 minutes for instruction
  • 10 minutes for creating images
  • 20 minutes for sharing

Ask participants to quickly go through their image sets to find pictures that speak to
the opening prompt:

  • What are the strengths of my team? What are the weaknesses? (or alternative selection)

There are no rules about how participants can go about this part of the process. They can select as few or as many photos as they wish, and assemble them any way they wish on the sheets of paper in front of them. The only limitation is time; they should finish selecting and arranging their images to both prompts within 6 minutes.

Use the next twenty minutes to have participants share a brief story of their images. Ask them to listen carefully to each person’s response and notice the similarities and differences between group members. The amount of time each participant has to share their stories will vary with the size of the group and your time constraints.

As participants are sharing their stories, ask clarifying questions if they are needed. Although you can do this yourself, it is often better in a leadership development context to explain the types of questions that participants are welcome to ask of each other and encourage them to become active questioners.

Some example clarifying questions include:

  • What values are showing here?
  • What is your initial response?
  • What part is the most rewarding?

Deepening the Conversation (10 minutes)

Ask participants to begin to discuss what they have heard from each other.

Suggested deepening questions include:

  • Did I understand?
  • What questions does this raise?
  • Where can we build bridges?

Narrowing the Conversation (15 minutes)

Ask participants to call out what they heard as the significant areas of strength and weaknesses across the teams. Write them in separate columns on a flip chart or whiteboard. Put stars next to the ones that are heard multiple times.

Ask questions like:

  • Which of these make the biggest impact (positive or negative) on the team?
  • What pieces are missing?
  • Which of these reflect on the strengths and weaknesses of the leader?

Assessing the Conversation (13 minutes)

Circle the strengths and weaknesses on which participants agree most reflect the abilities and input of the leader. If there are different opinions about which items are most influenced by the leader, have a conversation about what role leaders play on influencing team performance.

Some assessing questions include:

  • How can an effective leader mitigate this weakness (or embellish this strength)?
  • What moves us toward action?
  • What implication does this have?

Applying the Conversation (20 minutes)

Ask participants to discuss how they might apply this information going forward.

Try questions such as:

  • How can we apply what we discovered to our workdays?
  • What might we do tomorrow to begin making it happen?

Make a list of commitments to be scribed and distributed to the participants. Ask how each participant is going to follow up to make sure their commitment is kept.

Debriefing the Conversation (10 minutes)

The debriefing section is where you help the group pull together everything they have done. It is a critical step and worth every minute invested.

Some debriefing questions include:

  • Did you notice anything surprising about what you heard?
  • Do you have any new insights?

Closing (5 minutes)

At the end of the session, provide guidance to the participants about how to carry the work forward after the session.

Developing Great Leaders is also available in a printed version.