Team. Management Tools

AI Enabled

In this session, we will examine a planning system that links abstract business goals to the daily tasks of an engineer. We will move away from "plans for the sake of plans" to an architecture of goals that are understandable to the team and transparent to management.

What will be covered in the session:

• The GOSPA model: a step-by-step tool for setting and breaking down goals.
• Basic goal-setting frameworks: how to get people involved in tasks and help them take responsibility.

Practical session: workshop "Developing a pyramid of goals" — translating abstract goals into specific tasks using a training case study.

What questions will be answered and what tools will you receive:

• How to involve the team in the process so that people take responsibility for the result themselves?
• What is the difference between performance goals and developmental goals, and how can they be combined?

Tools: GOSPA model template, MBO and OKR principles, strategic plan decomposition algorithm.

Team leaders often become a bottleneck for their teams. In this session, we will discuss how to stop working for others and start managing your time and team priorities so that you have enough resources for strategic tasks and the implementation of new technologies (including AI).

What will be covered in the session:

• Common pitfalls: why team leads burn out from overload and how to avoid it.
• Self-organisation techniques: ABC prioritisation, the Pareto principle (80/20) and the Eisenhower Matrix.
• Key AI tools for effective work.

Practice: setting priorities. Participants will apply the tools they have learned to prioritise team lead tasks.

Answers to what questions and what tools you will receive:

• How to learn to consciously say "no" to tasks that do not add value?
• Can AI be used as a tool to help with prioritisation?
• How to delegate so that you don't have to redo the task yourself?

Tools: Impact vs Effort Matrix, Weighted Scoring method, prioritisation in OKR logic.

A burnt-out leader is toxic for the whole team. We will look at how to manage your most valuable resource — energy — in order to maintain productivity and notice signs of exhaustion in yourself and your employees in time.

What will be covered in the session:

• The anatomy of burnout: typical causes of exhaustion and signs of overload.
• Pezeshkian's model: finding mental balance through analysis of four areas of life.
• The role of a leader: how to maintain the resourcefulness of the entire team under high stress conditions.

Practice: self-diagnosis using the "Battery" model and drawing up a resource recovery plan.

Answers to what questions and what tools you will receive:

• How can I recognise in time that I or my employee is "on the verge" and what should I do right now?
• What management techniques help to restore the team without interrupting work processes?

Tools: self-diagnostic questionnaire and burnout prevention plan for the team.

Businesses often think that nothing is happening in IT as long as everything is working. We will learn how to competently package the results of the team's work so that your value is visible to "the top" without unnecessary words and long conference calls.

What will be covered in the session:

• Principles of effective reporting: what your manager really wants to know.
• Writing an executive summary: how to condense a week's progress into three key sentences.

Practical exercise: using AI to automate report preparation.

Answers to what questions and what tools you will receive:

• How to communicate the value of your work to management?
• How to report on failures in a way that focuses on finding solutions rather than assigning blame?
• How to justify the need for new hires or resources to the business?

Tools: Executive Summary templates and prompts for AI-generated reports.

Analysing the "bugs" in your management style. You will learn why some employees understand you at a glance, while others constantly mess up or take offence at being monitored. Moving from intuitive leadership to conscious choice of management tools.

What will be covered in the lesson:

• A test to determine your dominant management style.
• Live demonstrations from the trainer: how the same message changes the result in different styles.

Practice: selecting a style appropriate to an employee's level of maturity in real-life situations.

Answers to what questions and what tools you will receive:

• How to stop being a "nice guy/girl" and start demanding results without losing loyalty?
• Why does my "usual" style not work with strong employees and what can I do about it?

Tools: "Situation Diagnosis" checklist for instant leadership style selection.

Motivation is not about "cookies and new headphones." We will analyse why people actually lose interest and how a manager can restore their drive at work without increasing salaries or inflating bonuses.

What will be covered in the session:

• Engagement map: diagnosis of factors that a manager can actually influence.
• Analysis of 4 key levers: goals, feedback, recognition, participation in decisions.

Practice: analysis of cases of loss of motivation, from boredom to conflict.

What questions will be answered and what tools will you receive:

• How can you tell that someone is about to leave a month before they announce it?
• What to do if the tasks are routine, but you need to keep the team motivated?
• How to motivate the team and each employee?

Tools: engagement questionnaire and motivational interview script.

Most meetings are a waste of time and nerves. We learn how to conduct team discussions so that they are a tool for decision-making and collaborative thinking, rather than a boring formality.

What will be covered in the session:

• Roles in a meeting: facilitator, leader, participant — how not to confuse them and when to switch.
• Techniques for dealing with unconstructive behaviour, silence, and difficult participants ("loudmouths").

Practice: using AI as an assistant to record the results of the meeting (follow-up).

Answers to what questions and what tools you will receive:

• How to make meetings shorter and more effective?
• How to fit everything into 30 minutes when you usually spend an hour and a half arguing?
• How to engage introverts in the discussion so that all opinions are heard?

Tools: sample meeting scenarios and a checklist for preparing for a productive conference call.

Timleid makes dozens of decisions every day. We learn not to get stuck between options, to separate real problems from symptoms, and to consider the risks where the cost of mistakes is high.

What will be covered in the lesson:

• Techniques for structuring choices: "decision trees" and setting strict criteria.
• Analysis of 4 cognitive biases that cause us to make the wrong choices.

Practice: an algorithmic prompt for GPT to consider a "range of options" and choose a sustainable solution.

What questions will be answered and what tools will you receive:

• How to stop putting off difficult decisions until "later"?
• How to make decisions in conditions of information scarcity and constraints?

Tools: risk assessment matrix and decision justification template.

Often, a team underperforms not because of bad people, but because of role imbalance. We learn to see hidden dynamics and balance the composition so that the system works like clockwork.

What will be covered in the session:

• Belbin's team role model: who in your team is the "Generator" and who is the "Pedant".
• Patrick Lencioni's concept of the "ideal team player".

Practice: diagnosing the composition of your current team and finding role gaps.

What questions will be answered and what tools will you receive:

• Who should I hire next to make the team twice as strong?
• Who is holding your team back and who should you part ways with?
• How can you reconcile two leaders who are "jostling for position" in the same project?

Tools: Belbin test and your team's role balance chart.

The same management style does not work for everyone. We will learn how to find the "key" to each employee depending on the task at hand in order to avoid conflicts and poor performance.

What will be covered in the session:

• The Hersey-Blanchard model: the logic of situational leadership and managerial flexibility.
• Maturity levels: how to determine an employee's readiness for a specific task.
• 4 leadership styles: from directive to delegative — how task setting and control change.

Practice: diagnosing your employees' real tasks and selecting the appropriate management style.

Answers to what questions and what tools you will receive:

• How to get an employee from "I can, but I don't want to" to a driven state?
• How to increase team independence without losing control over quality?

Tools: situational leadership matrix, employee maturity assessment criteria, style selection scenarios.

Development is not an HR process, but a management task. We will learn how to build development plans (PDP) that benefit the business and motivate employees, rather than just sitting in a folder "for the sake of it".

What will be covered in the lesson:

• Who to develop and why: a strategy for managers to invest time in people.
• The GROW model: a coaching approach as the basis for growth discussions.
• AI in development: how to use neural networks to prepare training materials and plans.

Practice: role-playing game "Developmental Dialogue" — working out goals and steps for development.

What questions will be answered and what tools will you receive:

• How to have a conversation about growth so that the employee wants to change on their own, rather than waiting for a "kick"?
• How to conduct 1-on-1 development meetings so that they lead to change?

Tools: PDP (Personal Development Plan) template, ACT and GROW models, 1-on-1 development algorithm.

We will analyse how to talk about results, development and money calmly, professionally and without damaging relationships. We will learn how to structure the conversation and discuss areas for growth so that the employee listens and accepts feedback rather than becoming defensive. We will transform the Performance Review from a formal procedure into a working management tool.

What will be covered in the session:

• Preparation: how to avoid subjectivity and collect data on results and behaviour.
• 9 Grid Matrix: using the Result/Potential Matrix for objective assessment.
• Feedback without accusations: SBI, BOFF and GDD models.

Practice: rehearsing parts of the review conversation, including discussing money and promotions.

What questions will be answered and what tools will you receive:

• How to discuss salary and expectations calmly, transparently and without damaging relationships?
• How to reduce subjectivity in evaluating "difficult" employees?

Tools: review preparation checklist, money conversation algorithm, 9 Grid Matrix structure.

Sometimes a strong specialist suddenly stops performing. We learn to understand the reasons for the decline in results and choose a strategy: "treat", transfer to other tasks or say goodbye.

What will be covered in the session:

• Indicators and demotivators: what really lies behind a decline in motivation.
• Management mistakes: how managers themselves "extinguish" their people.
• 1:1 meeting algorithm: a special dialogue structure for solving motivation problems.

Practice: case studies and supportive conversations based on a proven scenario.

What questions will be answered and what tools will you receive:

• How to distinguish temporary fatigue from deep burnout or loss of meaning in a project?
• What to do when standard motivation methods no longer work?

Tools: demotivation diagnosis checklist and decision tree for problem cases.

One difficult person can ruin the whole team. We will analyse how a manager should act in situations with "toxic" people, "slackers" and "stars" when a person's behaviour destroys the team and standard conversations do not work.

What will be covered in the session:

• Typology of destructive behaviour: how to neutralise the influence of "toxic" employees, "slackers" and "stars".
• PIP logic: when to implement a performance improvement plan and how to make it sustainable.
• Difficult conversations: how to move towards honest agreements and when it's time to part ways.

Practice: forming a PIP and conducting a meeting with a difficult employee.

Answers to what questions and what tools you will receive:

• How to distinguish between a solvable problem and the need for dismissal?
• How to protect the team atmosphere from the influence of a toxic employee?

Tools: PIP structure, criteria for deciding whether to continue working together or part ways, template for difficult conversations.

The final point of the course. We don't just summarise, we turn the knowledge you've gained into your personal team management system.

What will be covered in the session:

• Group analysis of the most complex individual cases that have accumulated during the course.
• Success Sharing: presentation of your plan for implementing changes in the team.

Practice: final question and answer session.

Answers to what questions and what tools you will receive:

• How to avoid falling back into old habits a week after the training?
• Where exactly should you start making changes in your team next Monday?

Tools: personal development plan for managers for the next 6 months.