Team Building & Emotional Intelligence (EI)


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If you have three or more candidates or you would like to run this course as an in-house programme, please contact us.


What makes a group of people want to work together as a team? What makes a team want to do their very best work? When people feel safe, supported, and free to make a valuable contribution that will be recognised, they consistently perform at their best.

When the emotional environment is rich and transparent, teams can trust enough to take risks and that promotes more complete and creative decision making. Desired team competencies include trusting, risk taking, communicating, conflict resolution and being respectful and productive. These result when an organization intentionally understands these competency domains and develops the environment that elicits the motivation to fully participate and the emotional intelligence skills to support the competencies.

Competencies are the big picture statement of what is needed to be successful in a job. Emotional intelligence is the ability to recognize and manage one’s emotions, as well as the ability to recognize and respond effectively to the emotions of others. It not only includes being able to engage with others in your organisation but also understanding your team and extended departments from the “big picture” point of view.

Explore and define what a team is, as well as how to build an effective team within the organisation. In general, a team is a group of people who cooperate and work together in order to achieve a common goal or set of goals. Each team member brings to the table a different set of skills, experience and talent, although they all share the same amount of commitment towards achieving their particular goal(s). The key to building an effective team is ensuring that there is communication within the group so that all barriers to success may be eliminated.


  • The ability to define a team.
  • Understand the importance of team building.
  • Understand the dynamics of effective teamwork and behaviour.
  • The stages of team development.
  • Building an effective team.
  • The effect of different cultures within a team.
  • Types of team roles.
  • How to become a winning team.
  • Understand the nature and theories underlying Emotional Intelligence (EI).
  • Gain a better understanding of how Emotional Intelligence impacts our life.
  • Learn how to become more self-aware.
  • Manage yourself and your emotions more efficiently.
  • Know how to deal with conflict situations.
  • Understand the principles of feedback – giving and receiving.
  • Define the various EI competencies and identify areas for improvement as needed.
  • Identify their personal strengths and blind sports revealed through the Myers-Briggs Type Indicator (MBTI) and EI self-assessments.
  • Determine the impact of different leadership styles and their associated competencies on organisational climate.


Below is an example of the course content that highlights some of the course’s key learning points. As part of your training program, we will modify content as needed to meet your business objectives. Upon request, we will provide you with a copy of participant materials prior to the session(s).

Defining a Team
  • A ‘team’ may be described as a group of people who:
  • Has one aim.
  • Cooperate with one another and work together.
  • Is flexible.
  • Has a common goal.
  • Serve an individual customer.
  • Report to one person, usually the boss.
  • In general, a team is a group of people who cooperate and work together in order to achieve a common goal.
  • Only once the common goal of the department or organization has been clearly defined, can you decide who will form part of the team.
Team Building
  • Unifying different groups of people with collaboration towards a specific result.
  • This is the process of allowing the team to reach the specific goal or set of goals.
  • There are 3 stages involved in building a team:
  • Clarifying the goal.
  • Discovering the inhibitors.
  • Removing these inhibitors.
Dynamics of a Team
  • In order to develop your team, you need to have a clear understanding of the dynamics of effective teamwork and team behaviour.
  • It is important to:
  • Identify the goals of the team
  • Know how to influence each team member
  • Understand the roles of each team member – both the official and unofficial roles
  • Define a problem-solving and decision-making process, agreed upon by the team
  • Establish what behaviour is appropriate or inappropriate for each team.
Stages of Team Development
  • There are four stages to team development:
  • Forming – the configuration of the team.
  • Storming – establishing roles and responsibilities of the team members.
  • Norming – defining rules and establishing ways to cooperate with one another in order to become more comfortable within the team.
  • Performing – finally facing challenges and working together as an effective team having removed all personal differences between team members.
  • Adapted from B.W Tuckman (1965) Development Sequence in small groups, Psychological Bulletin, 63, 284-499

What makes an effective team?
  • A group of people with a collection of abilities, commitment, experience and talent.
  • The team must achieve its purpose in order to be effective.
  • Is the team PERFORMING?
  • Productivity.
  • Empathy.
  • Roles/Goals.
  • Flexibility.
  • Openness.
  • Recognition.
  • Morale.
  • In order to establish an exceptional team, the following principles need to be present:
  • A shared vision.
  • Group involvement.
  • Communication.
  • Perception and Feedback
  • The ‘Johari Window’.
  • Discipline.
  • Respect.
  • Balance.
Types of Team Role
  • There are various types of team role:
  • Implementer.
  • Coordinator.
  • Shaper.
  • Plant.
  • Resource Investigator.
  • Monitor.
  • Team worker.
  • Completer.
  • Specialist.
Emotional Intelligence (Ei)
  • What is Emotional Intelligence?
  • The benefits of Ei.
  • What Ei is not.
  • Definitions, Theories and Models.
  • Emotional Quotient (EQ) versus Intelligence Quotient (IQ).
  • Research Findings
  • Architecture & Skills; Core / Supporting / Resultant.
  • Intrapersonal vs. Interpersonal.
  • Handling interpersonal relationships when newly promoted.
  • Developing interpersonal relationships with your colleagues.
  • Framework of EI Competencies.
  • Why do we need Ei?
  • Is Ei learnable?
The Competencies of Ei
  • Definitions and Real-life Examples.
  • Core questions, Underlying behaviours, and Tips for improvement.
Empathy as an Ei Competency
  • Definitions and Examples.
  • Emotional Intelligence in the workplace.
  • Empathy and Active Listening.
  • The Personal Listening Profile: Determining your most preferred approach to listening.
  • Qualities of an Ei Manager.
  • Common difficulties at work.
  • How to overcome your emotions at work.
Ei Competencies and Leadership Styles
  • Style and Organisational Climate.
  • Understand how different leadership styles can have an impact on the climate.
  • Determine your own leadership style.
  • Identifying what makes us lose confidence in ourselves?
  • Developing our self-confidence.
  • Giving other confidence
  • Understanding motivators and de-motivators.
  • Maintaining a positive ‘frame of mind’.
  • Relationships with subordinates.
  • Managing effective relationships.
  • Behavioural styles.
  • Social skills.
Self Awareness and Self Management: The Cornerstones of Ei
  • The Myers-Briggs Type Indicator.
  • Scoring and Interpretation of Results.
  • A Self-assessment of EI.
  • Getting in ‘touch’ with your feelings.
  • Understanding how your feelings affect your behaviour.
  • Taking ‘control’ of your emotions.
  • Understanding your Johari window.
  • Identifying conflict situations.
  • Feedback – giving and receiving.

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