A lecture for organisations · 90 minutes · On site / Online
Building and Managing High-Performing Teams
Everyone on the team gets along, nobody misses a birthday, and the work still ships late. Friendly is not the same as effective, and a bonding day will not close that gap. This lecture is about the machinery underneath a team that delivers, who actually decides what, where responsibility sits between roles, why the tolerated underperformer costs you your best people, and what a manager does when part of the team is on a screen. Alex Slutsker, a business consultant, treats the team as a system with outputs, not as a mood to be improved.
The content is matched in advance to your audience and goals on a short fitting call.
- Duration
- 90 minutes
- Format
- On site · Online
- Built for
- Managers, Executives
What your audience takes away
- ▸Map who decides what, so tasks stop falling between roles.
- ▸Confront the tolerated underperformer without losing the rest of the team.
- ▸Choose the indicators that show whether the team actually improved.
- ▸Run a hybrid team where the people on screen hear the same context.
- ▸Take over a team you did not build and cannot replace.
Who this lecture is for
For HR and training managers commissioning a first line manager track, and for VPs and department heads buying an intervention for one specific team that has stalled or has just been merged into another. Team leaders and project managers in tech and industry who own a cross functional group without authority over its members are a core audience. It also fits founders whose team doubled and whose informal coordination stopped working, welfare coordinators weighing a bonding day against a working session, and health funds and municipalities running manager cohorts.
Who delivers the lecture
Alexander Slutsker
Business consultant, entrepreneur and founder of Mobius Business Solutions
- ✓14 years of entrepreneurship and consulting, dozens of businesses and managers accompanied in Israel
- ✓MBA in Hi-Tech and Entrepreneurship
- ✓BBA in Marketing and Finance
What organisers say
Alexander's lecture is simply a must for every pre-army programme or youth centre. Our young people received an amazing, practical toolbox for adult life. The content is delivered in a fascinating way, at eye level.
How booking works
- 1
Get in touch
Send a WhatsApp message or use the form, with the date, the audience and the setting.
- 2
A short fitting call
On the call the content and examples are matched to your audience and goals.
- 3
The lecture is delivered
On site or online, 90 minutes, questions from the room included.
Worked with
- Google for Startups
- הבית לעסקים של עיריית שדרות
- Microsoft Reactor
- GameReady
- SderoTech
- IUCEL
- Resilience & Health Innovation Hub
- International Resilience Institute of Sderot
Want this lecture at your organisation?
Send a message with the date and the audience, and a short fitting call matches the content to your organisation.
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Frequently asked questions
Our team already had a bonding day and nothing changed. Why would this be different?
A bonding day buys goodwill, which is real but perishable. It does not decide who owns which interface, whether feedback happens before the annual review, or what is done about the person everyone works around. This session is about those mechanisms. Both purchases have their place, as long as nobody expects the first one to do the job of the second.
How do we measure whether anything changed? The word measurable gets used a lot with no method behind it.
Use indicators the manager can already see. How long a typical piece of work takes from start to delivery, how often a decision gets reopened, and whether the people you would hate to lose are still there. None of them requires a new system, all of them move when the underlying problem moves, and taking the reading before the session is what makes the comparison mean anything.
How do I handle the one underperformer everyone tolerates, without losing the rest of the team?
That person usually costs more than they appear to, because the strong performers absorb the difference and quietly resent it. It runs as a sequence, name the gap specifically rather than generally, agree what changes and by when, and decide in advance what happens if it does not. Most managers skip the first step, then wonder why the conversation went nowhere.
Does this work for a cross functional team where the manager has no formal authority over the members?
Yes, and that is the harder version of the job. Without authority everything rests on clarity of interfaces, on making commitments visible to the people who do hold authority, and on being the one who removes obstacles rather than the one who chases status updates. Managers with formal authority need the same discipline, they simply get away with more when they lack it.
How do we design the team so a sudden long absence does not stop the work?
By treating single points of dependency as a design flaw rather than as loyalty. A sudden call up, a long illness and a resignation all expose the same weakness, one person holding knowledge nobody else has. The practical work is finding where that is true and deciding what gets written down or shared before the absence arrives, not during it.
Part of the audience is experienced and part is new. Will it work?
Yes. The depth is set in advance on the fitting call, examples are matched to the sector, and the base assumes no prior knowledge. Audience questions give the experienced their room too.