|
||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|||||||||||||||||||||||||||||||||||||||||||||||||||
Autodesk Basic American Foods Baxter Best Buy BMW Boston Scientific CG Schmidt Cisco Systems DHL Dish Network ExxonMobil Farmers Insurance FMC Technologies GE Genentech McKesson Nokia Novartis Rabobank Starbucks The Nature Conservancy Thomson Reuters Timet Unilever US Probation Whole Foods Market Yahoo |
Team Leadership: Decision-Making for LeadersFew things create as many log-jams for teams as un-made, poorly made or half-made decisions. Getting the right people to agree on the same set of parameters can be as rare an event as a solar eclipse, and as difficult to orchestrate. That’s why we will afford opportunities to practice various decision making methods that make it easy to get input from everyone, cull the data and choose the best course of action. The end result of this workshop is that participants will have some guidelines about how decisions will be made in the future, and how to use decisions as a learning opportunity to develop their teams. Workshop Goals
Leadership AgendasDecision-Making for Leaders Sample Agenda Leadership Skills |
|||||||||||||||||||||||||||||||||||||||||||||||||||