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selected Teams


Skills Development | Teams

Team Building and Development
“Once it is bound together, the spider’s web is strong enough to snare a lion” (An Ethiopian proverb)
‘Tmurot’ guides organizations in various kinds of team building and development processes. The teams include:
bullet Managerial Teams
bullet Task Teams
bullet Improvement Teams
bullet Virtual Teams

Tmurot’s techniques involve the combination of exclusive models and concepts all developed by our staff. The most prominent ones are the "Winning" concept and the "Effective Teamwork" model defined by Jon R. Katzenbach (known for his work on Informal Organizations). We also use various complementary methodologies.
We based our team building programs on experiential learning processes in workshops. The participants are required to implement the lessons and conclusions drawn from the workshops, both personally and as a team, in their daily tasks so that they become part of their managerial conduct.
We also operate the “Team School”, which trains managers in leading and guiding their own team development. This is done in three steps:
bullet Step 1: Managers initially go through the process with Tmurot’s instructors.
bullet Step 2: Tmurot instructors guide the managers who participate in the workshop with their organic team.
bullet Step 3: The managers draw conclusions and implement them in the day-to-day team management in systematic and structured procedures.

Mr. Eli Nir is Tmurot’s one of the company’s partners and head instructors is in charge of team building programs. He has developed unique platforms and attended a continuing education program that qualifies him to conduct this training.

The Winning Concept—Personal, Team, and Organizational Excellence
What makes a winner? Is there a common denominator for all those who are considered to be winners? What transforms individuals, teams, and organizations into winners? What makes them excel?

Over the years, research has shown that people who are considered to be winners by their peers have a number of common characteristics.
A winner is defined by his or her ability to optimally express personal, team, and organizational potential in order to achieve significant goals—even under pressure.

The basic behavioral pattern of winners is called a C-TUP, or Correct Thinking Under Pressure. This behavioral pattern consists of 11 aspects that can be acquired through guidance, learning from experience, methodologies and research.
The C-TUP concept was developed by Tmurot’s business partner, Winning Enterprises, led by Mr. Yehuda Shenaar.
Tmurot implements this approach at 3 different levels: the personal level, in teams, and in organizations. In addition, we incorporate it into our lectures, outdoor and indoor workshops, unique courses abroad, and personal guidance.

Leadership and Management
Tmurot has extensive experience in developing, managing and performing business management programs in organizations. These programs were developed with the collaboration of business organizations resulting in unique models used in in Israel and the United States. Yigal Orbach, Tmurot’s CEO, established the IDF’s “Leadership Development School” in Israel.

The training program’s practical approach enables leaders and managers to achieve meaningful and foreseeable goals. Leadership and management programs are also designed to assist managers in strengthening their abilities and improving the quality and performance of their organization, unit and employees.

We created unique guidance techniques that integrate several main methods:
bullet The Leadership pathway encourages belief in one’s abilities, making use of one’s potential, leading others
   and developing the ability for self-reflection as a means for self-improvement.
bullet The Managerial pathway translates managerial situations into approaches and necessary skills that are required
   to manage employees and lead them to their achievement goals.
bullet The implementation and “Learning from Experience” pathway ensures implementation; it uses organizational and personal feedback as an
   information source for a process in which the manager reflects on what he learned. This technique improves the manager’s understanding of
   successful managerial events, and helps him duplicate these successful events thus reinforcing his confidence and belief in his ability to motivate.

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