The aim To appreciate the nine key team roles, and balance an effective team accordingly. About the programme Managers must understand that people bring more than their skills and experience to a team; they bring their personalities as well. Utilising people's behavioural strengths to create a balanced team adds immensely to both group and personal performance. This video dramatises Dr Meredith Belbin's team-role theory, and explains how to identify nine key team roles for a balanced team. It shows that although each team member in an example team has a functional role in, for example, marketing in accounts, they also have team roles. These are critical to the team's success. Each of the nine roles is defined and shown in action. Belbin explains that teams with fewer members may need people to perform dual roles. He shows how behavioural skills can be assessed and how, with care, teams can be constructed that take account of hierarchies as well as personal interaction. The benefits -Illustrates skills for team building, meetings and project management -True-to-life scenario backed by Belbin's credibility -Clearly explained structure to understanding the theory Coming soon - Multi Langauge DVDs. For more details call +44 (0) 207 400 4800 Programme includes: DVD (29 mins) Showreel tape Meeting break video Course leader's guide Delegate worksheets on disk Powerpoint slides/OHPs on disk Self-study workbook on disk

The aim To ensure staff know the job they're doing, why they're doing it and how the work affects their colleagues. About the programme In today's competitive environment people are busier than ever before, which is why it is essential that they really understand their role. This video, based on Belbin's new workset model, looks at the performance of the team aboard a science fiction-style space freighter which, like many businesses, is inexplicably heading off target. Belbin's unique system of colour coding tasks makes it easier for teams to understand the nature of their work and how it contributes towards their objectives. Managers must look at the team and identify 'pink' work - work which is unproductive and either mistakenly allocated or assumed to be part of the job. People must be encouraged to analyse what they are doing compared to what they are achieving - which should be the core results expected of the team. Then staff, where appropriate, will be able to discard job descriptions and redefine themselves. The programme highlights that they should pay special attention to the parts of their job which are classed as tasks (structured blue and reactive green work), and those which carry responsibilities (yellow decision-making and, more complex, orange work). These can be further classified as work best undertaken by individuals or shared efforts. The result is a better organised team that completes its task, makes better use of time, and delivers more in terms of productivity and service. They're getting the freighter back on target. The benefits Suitable for both teams and their managers Proven techniques based upon Belbin's team role theory Clear, structured approach, ideal for coursework and role-play Programme includes: DVD(25 mins) Showreel tape Meeting break video Course leader's guide Delegate worksheets on disk Powerpoint slides/OHPs on disk Self-study workbook on disk

The aim To show how to become a better team About the programme "For me tonight was a very powerful night really. Because there was no one to catch them, they concentrated so hard. I think today they came together really well as a team." (Jamie Oliver) Jamie Oliver's passion and vision transformed a bunch of unemployed kids into an efficient, organised team, capable of running a first-class London restaurant, Fifteen. Fifteen lessons on teamwork identifies the key stages of team development - forming, storming, norming and performing. It follows Jamie's young trainee chefs as they move through these stages to come together as an effective unit. The programme identifies four easy-to-remember learning points so your team can apply the trainees' experiences to improve their own team skills: Get it straight This corresponds to the team development stage known as forming, when the team members are put together for the first time. The goals and expectations of the team have to be clearly established. Individual team members ask themselves what they each bring to the team. Get on board The team is now at the storming stage. Individual strengths and weaknesses start to emerge as team members work out how to support each other. Individual wants and needs have to take second place to what the team needs. Get stuck in The team now moves into the norming stage, where ground rules are established. The team has to work out how to resolve conflict and solve problems, as well as dealing with practicalities such as how tasks are shared out. It's a time to make sure everyone is committed to the team's goals. Get better This learning point corresponds to the performing stage, when the group is functioning as a true team. The question for the team now is: Are we learning all the time, not just from the good things but also from our mistakes? The team must also keep striving to achieve more, both individually and together. Now available in Multi language DVD. For more details call + 44 207 400 4800. The benefits Real life example of classic team development in action Energetic style will keep audience engaged Motivational for all teams Encourages continual development Relevant for all levels of team Programme includes DVD (25 minutes) Course leader's guide Self-study workbook Customisable worksheets Powerpoint slides and handouts Poster of key learning pointsDon't miss Fifteen lessons on leadership, the other programme in the Jamie's Kitchen series.

The aim To demonstrate to managers how they can change a problem person into a positive performer. About the programme This comprehensive six-part set of videos introduces typical problem people and how managers and team leaders should deal with them to improve performance. Rulebound Reggie (12 mins) tells his manager that nothing can be done until the paperwork is in order. Encouraging Reggie’s sense of belonging makes him much more amenable. Bigmouth Billy (16 mins) promises everything but does nothing until his boss helps him to plan an effective schedule and set realistic deadlines. Moaning Minnie (19 mins) can give a thousand excuses why something can’t be done, but her manager quickly learns how to turn a whinger into a winner. Wimpy Wendy (17 mins) needs constant reassurance before making decisions, but by consulting her and empowering her, her manager boosts Wendy’s confidence. Lazy Linda (15 mins) gets away with murder. But by balancing quality and quantity, her manager brings her performance up to scratch. Silent Sam (17 mins) knows his job backwards but just cannot communicate. Therefore he is given time to plan and encouragement to express himself. The benefits -Six videos available only for series purchase -Complement or instigate all types of management and interpersonal skills training -Amusing and versatile resources for teaching all inexperienced managers and team leaders Programme includes: Video (12-19 mins) Briefcase booklet Discussion guide

The aim To learn the skills that ensure candidates are selected who are a perfect fit for both a functional position and an existing team role. About the programme Selecting the perfect team is based upon the theory of Dr Meredith Belbin, and provides support for managers involved in selection. Belbin's research indicates that fewer recruitment disasters arise when managers search for people within their own organisation, since these people are likely to fit more readily into existing teams. As the drama unfolds, it highlights that eligibility of candidates is no substitute for suitability - that is, whether candidates will fit into the team. Impressive qualifications, sparkling track records, glowing references and dynamic interview techniques may be red herrings. Managers will learn to identify the team role required to balance the team. This means looking at internal, as well as external candidates, even though they may not at first appear eligible. Following the theory will help managers avoid costly recruitment decisions, and select better, more suitable candidates. The benefits Complements recruitment and management skills training Credibility of Dr Meredith Belbin's team-role theory Simple to follow and memorable technique Part of a three-programme series Programme includes: DVD(26 mins) Showreel tape Meeting break video Course leader's guide Delegate worksheets on disk Powerpoint slides/OHPs on disk Self-study workbook on disk

The aim To introduce the fundamentals of empowered, self-managing teams into an organisation. About the programme Across many organisations the hierarchical structures, particularly at lower levels, are crumbling and the skills of managers are being shared across teams. This story shows how a team which starts out with no idea of how to work together learns to succeed through team skills. Each individual has their own wants, needs and priorities, but needs to set them aside and lay down some teamwork ground rules. They must learn to: -Participate together to resolve problems -Communicate and express opinions -Stick to the subject at hand -Put personal priorities to one side -Respect one another -Solve problems in a structured way -Consider all the options -Anyone new to management or in a group of people thrown together for the first time will learn valuable lessons from the team solution. The benefits Targeted at new managers, new teams and non-hierarchical businesses Clear, structured approach to team skills Self-learn pack available Programme includes: Standard pack DVD(21 mins) Trainer's guide 7 OHPs Quick guide or Self-learning pack Self-learning DVD 10 workbooks

The aim To enable people to see themselves as part of the team, not just as individuals. About the programme People who have their own job to do often fail to see themselves as part of a team. Team spirit? is a light-hearted, but high-impact way of showing them the importance of teamwork. It looks at three examples of people whose failure to appreciate this need has disastrous effects on their colleagues and customers. One individual does not understand how her administration job fits in with others, and because she fails to provide them with information they cannot do their jobs properly and customers become dissatisfied. She is shown how to share information and become part of the team. A mechanic is good at his job but fails to communicate and accept responsibility. This affects the service his garage provides, until he learns how to adopt a proactive attitude, helping workmates and taking the initiative. This results in satisfied internal and external customers. Colleagues in a tourist information centre differ. One is studious and meticulous, while the other is dynamic and full of ideas. They learn that they can achieve much more by co-operating and sharing skills, and benefit from greater motivation at the same time. The benefits Ideal for customer care, teamwork and new-starter training Engaging, humorous and realistic format Three structured team-working scenarios Programme includes: DVD(28 mins) Showreel tape Meeting break DVD Course leader's guide Delegate worksheets on disk Powerpoint slides\OHPs on disk Self-study workbook on disk

The aim To demonstrate the importance of teamwork. About the programme Working effectively as a team is essential in almost every area of business - but how many people understand how to be members of a team? The motley crew features a gang of bank robbers, led by Jack 'The Hat' Motley (Griff Rhys Jones), who learns the lessons of teamwork the hard way. After a bungled bankjob lands Jack in jail, he tells his sorry story to his ex-boss and gangland leader Bernie (Mel Smith) from behind bars. 'Know your team, know their strengths and weaknesses, then give the right job to the right person.' Jack starts with a group of professionals - each an expert in their particular field of crime. But he failed to allow them to introduce themselves, spoke in a language half the team did not understand and neglected to give people clearly defined tasks that matched their abilities. By trial and error, the team gradually learned some of the basic skills of good teamwork - such as creating a common purpose, learning from experience, speaking a common language, working in stages, ensuring everyone knows what is expected of them and supporting team contributions, while not allowing anyone to dominate the proceedings. But as Bernie points out, they did not learn enough. Bernie, on the other hand, has learnt all these lessons so well that he is looking forward to a comfortable retirement...with more than a little help from the bank. Key messages -Have a common goal -Learn from experience -Speak a common language -Work in stages -Support and develop -Listen and contribute The benefits -Ideal for any teambuilding programme. -Helps everyone to understand the value of a focussed team. Working together (session starter) Formulating a success strategy for a team is a matter of planning things in advance and making sure everyone knows what is happening. In this video, Mel and Griff plan the redecoration of Mel's house. Both Mel and Griff think they're a team, both think they know what each other is doing and both think they have planned to perfection. Although they think they have the theory right, the reality is not quite what Griff had in mind. Programme includes: The motley crew - DVD(27 minutes) and booklet Working together - DVD (3 minutes)

The aim To enable managers to appreciate and use the team's knowledge in the decision-making process. About the programme A manager has made some poor decisions - making them himself, rather than using his team's experience. He learns the four stages of professional team decision thinking: asking the right questions, creating a choice of answers, looking at the dangers of each particular option and then weighing up the chances of success. The video is based on the book The Professional Decision Thinker by Ben Heirs, included with each purchase. The benefits Engaging drama with wrong-way, right-way scenarios Suitable for any manager or team leader Four structured stages of practical decision thinking Programme includes: DVD(26 mins) Discussion guide