Sample of a generic Team Development Programme.
Many people call me to ask what the difference is between “teambuilding” and “team development”. The answer is simple and straight-forward. Teambuilding is activity and fun focused, whereas team development focuses on processing and ensuring that teams leave with definite goals and values coupled to actions.
Here is a sample of a typical 2 day team development programme.
08H30 Welcome, Introductions, Objectives Clarification. Full Value Contract.
The Full Value Contract (FVC) is a verbal agreement between all members of the team / participants that ensures full participation, open sharing, acceptance of the boundaries within which the programme will take place, as well as acceptance of the facilitators. This forms the foundation for learning, sharing and participation and also creates an emotional “safety net” allowing delegates to experiment with new ideas and original behaviours during the activities in order to find the team’s optimal working methods. Ice Breaker Activity.
09H30 Team Discussion: Setting Objectives / The Business of People / Success / Attitude and Mind Power.
10H00 Morning Tea / Coffee.
10H30 Continue Mind Power Session.
Introduction to Self and Team Behaviour.
13H00 Behaviour Modules
14H00 Behaviour Profiles
15H00 Afternoon Tea / Coffee break
15H30 Outdoor Team Activity (Traffic Jam) Introduction to “The Playbook”.
“The Playbook” is a team concept borrowed from the world of professional sport. Top teams have a selection of strategies and “plays” used to deal with particular circumstances. Through the experiential exercises, we’ll help the team develop their specific playbook of solutions to tough, everyday situations.
16H30 Wrap up for the Day.
18H30 Dinner followed by time at Leisure.
08H30 Start in Meeting room. Recap from yesterday.
08H45 Ice Breakers and Warm-up
These initial activities serve not only as warm-ups to get the blood pumping a little faster, but they are also vital in breaking down personal barriers by allowing people to experience the joy of play. The games create an even playing field by removing position, title and seniority therefore encourage open and honest feedback later in the process. These opening activities also aim to create a non-threatening environment, allowing people to be more receptive to the learning aspects of the activities to follow.
Do you like your neighbour?
With this task we introduce the group to the elements of competition and problem-solving in a fun environment. Only near the end of the activity do the “lessons” become apparent. We address planning, communication, anticipation, time management, dealing with contingencies, fun, fast paced.
Trust Sequence and Debrief
Rat Trap trust
10H30 Morning Tea / Coffee Break
11H00 Outdoor Team Tasks
Conti Tire Shuffle This is a good activity to use early on to get delegates talking and working together as a team, what it takes, and how it feels to be connected in such a way that your actions affect how others perform. It requires close communication, planning and co-ordination to complete this task timeously. It also requires that teams look beyond their silos in order to get things done.
Helium Hoola Inevitably this task gets the group to perform the “impossible”. The task shows how perception influences our effectiveness, how focus is imperative to success, and how, without clear communication we do the exact opposite from what is expected.
Corporate Connexion All the learning potential from this task will fill this page – and more. The group needs to understand dedicated role clarity, the importance of everyone in the team, the role of skill in each “department”, effective planning, efficient handling of errors and setbacks, learning from their mistakes, the role of probability, the role of strategic thinking, and effective use of resources. At the end of the task though, it’s all about who can get more balls in the right buckets.
14H00 Conference Room: Wrap up learnings, Finalise “Playbook” and cement Team Behaviour Guidelines.
15H00 Delegates depart.