High-Performance Teams

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Course Overview

This course takes you through an experiential learning journey in which you are exposed to the challenges facing organisations in their pursuit of Creating and Leading High-Performance Teams (HPT).

The course consists of Five Chapters, each with a teach-piece section, multi-media interactivities, quizzes and learning outcomes applicable to each of the Four Stages of development in creating and leading HPTs.

The learning outcomes are:

  • Defining and using the principle of a common purpose to align a HPT with
  • Delegating responsibilities and creating an atmosphere of shared responsibilities
  • Improving communication and trust through psychological safety
  • Taking decisions effectively by managing affective and cognitive conflict 
  • Aligning individual and team goals for optimal team performance
  • Learn how to progress from leading a collection of individuals, to a group, to an effective team and ultimately to a High-Performance Team.

The course ends with a highly interactive team simulation, testing your ability to apply these skills covered in the learning outcomes. You and your team members are challenged to ascend Mt. Everest in a spell-bounding, thrilling, experiential simulation, based on a true story. Teams compete with themselves, and with other teams, introducing elements of group think, leader bias, the common information effect, and many other skills necessary, and challenges to overcome, to reach the summit.

Instructor Tab Design
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Steyn Heckroodt

As an International Thought-leader in the fields of Leadership and Strategic Thinking; Prof Steyn Heckroodt provides a wealth of experience and expertise when engaging with global business leaders. As a Harvard Business School Publishing Moderator, HBR Author, Dean of Academic Affairs, Founder and Chief Thought Leader for Platform for Connected Leadership, he leads a strong team of professionals in shaping the future of companies. The impact he leaves is best known for the focus he places on developing individual greatness, leading people to exceed as team players and to become organisational disruptors, flirting with complexity. He transforms leaders by inspiring them to challenge the current and think differently about 21st Century challenges, learn through self-reflection and engage with others. As HBR Author of the Platform for Connected Leadership Framework™®, he challenges leaders to act in an empowered manner with increased confidence in decision making as well as a higher level of responsibility and accountability. Dealing with the impact of evolving Industrial Revolutions, Virtual Distributed Teams, and the Disrupting Exabyte Economy, he guides organisations in taking strategic decisions that fuses people and technology in the world of work. Along with that, he assists organisations in dealing with the change impact today’s world of work and enables leaders to take a more long-term view of their future plans with a focused sensitivity on environmental sustainability and next generation employment challenges. Passionately believing in continuous lifelong learning he has published in the fields of Strategic Thinking, Leadership and Operations, for amongst others Oxford University Press and Harvard Business Review.