Work with your team and see the bigger picture

The day starts with a facilitated discussion about the nature of teams and what kind of team the group is. After a session encouraging creativity and different approaches to art, the team is asked to begin designing a piece of art that can be scaled up to a finished product of around 100m long. The team is then let loose to create their artwork on the beach using a selection of tools and lots of sand. Depending on the location the team can walk up the local cliff top to get an aerial view of their finished work; alternatively we use our ‘eye on the sky’ camera to take a photo for review and discussion – these photos create a great memory of the learning from the day.

This activity is a great way for teams to focus on development – where they want to be and how they will get there – in an unusual, relaxed and fun environment.

We normally run this event for a whole day although can also be run as a half day, and it’s run on selected sandy sites around the world.

For more info click here or please get in touch on 01920 822 220, or email us mail@freshtracks.co.uk.

If involved in training and events a “Keep Calm and Carry On” attitude will stand you in good stead

To make it more of the former and less of the latter, the key is to have an approach that will cover three key elements: Content – what is it that people will be doing/listening to?; Delivery – who is responsible for running the activity or programme on the day?; and finally, Venue – where will it take place?

All three will determined by the overall objective for your event and so this should be your first priority. Get as much information together as you can about why this event is taking place: what you want to get out of the event?;  what would a successful event look like at the end of the day?, what is your vision for the event?; what should the key message to participants at this event be?; what sorts of numbers are involved?; and what kind of budget is available?

You can then start to put together options for content, delivery and venue that will all underpin these objectives – it’s no use contacting stately homes, arranging stylish theming, fancy caterers and celebrity speakers (even if you had the budget for all of those) if the key message is intended to be one about best practice and efficiency in difficult economic times.

Planning can then start in earnest and you will need a timeline or schedule to check that everything is in place come the big day. A useful (if counter-intuitive) starting point is the day of or the day before the event. Put together a final check list of everything that should be organised by then and work backwards, fitting in checks and updates in the weeks before then working back through finalising content and delivery, advertising and promotion, sending out invitations to those involved, arranging travel or accommodation and booking the venue. As always, try to build in some contingency in both budget and planning schedule to allow for hold-ups or delivery problems which – while they may give you the opportunity to try something a bit more creative – could throw you off course for a while. Keep the event’s key objectives in mind to keep you on track.

A “Keep Calm and Carry On” attitude will stand you in good stead as sometimes impossible requests are made, deadlines rush past and the hours shrink in the run-up to your event. And once it’s all over and the event has gone (more or less) according to your beautifully laid plans, you can then start thinking about the next one.

This activity is not as easy as it sounds, especially with larger groups

Overview:
A great way to re-energise the team and have a great photo memory of your day’s training.

Running the Activity:
Tell the team that in 5 minutes you want to take a photo of the whole team jumping all at the same time and in the photo no one’s feet can be touching the ground. If feet are touching the ground the photo has to be re-taken.

This activity involves the team communictaing, planning and practicising effectively so just stand back, watch and be ready to take the photo when called upon.

The larger the group the harder it is.

Notes:
- Try and get the team to jump in front of an iconic or impressive background.
- Use a digital camera because it will be very quick to check if the team have been successful or if you need to re-take the photo.
- Make sure you check that no one involved is pregnant or has a bad back etc. If people do they can be the photographers and facilitators to help the task run smoothly.

Other suggestions:
If you have any other ideas for an energiser do let us know and we can upload it to our blog.

We’ve all sat through countless meetings. Here’s how you can make them more effective.

Even Super Heroes need advice about holding constructive meetings

Thou shalt:

1.  Turn off your phone and electronic devices so that you are fully present to the group. There is much to be learned through attentive listening and observation. You can arrange for hourly ‘recesses’ to attend to other pressing business.

2. Pause before you begin to speak. Collect your thoughts and discipline your tongue. Blurting and babble are way beneath your ability and status. Treat your own words as if they were valuable; gold coins, not theater pop-corn.

3.  Anticipate probable objections and questions. To be caught by surprise or to be put on the defensive is uncomfortable and makes you lose your cool.

4. Start with the bottom line –the core message of your report – whenever you can. The more senior the audience, the more important it is to be mindful of their time and attention span. Don’t ever make them wait for you to get to the point. They may not.

5. Prepare a preliminary statement or story that demonstrates the background of your material so people understand the relevance of your information. Group members come from differing backgrounds and diverse interest and may need some help in getting properly oriented to understand your contribution.

6.  Make an effort “to be” heard by the whole group. Speak out so that the person farther away can hear you. Since your voice goes where your eyes go, this means you should be making eye contact with these people.

7. Say “I don’t know” when necessary and say what you will do to find out. Make no pretense to be a ‘know-it-all’. None of us do.

8.  Be sensitive about any “Surprise Bombs” –unexpected news, good or bad – and give your superiors a heads-up. Their support will be valuable to you, and they really don’t want to be caught off guard?

9. Sit quietly and pay attention. Do not take assiduous notes or otherwise act like the secretary of the group. Be a fully invested participant. Don’t fiddle with your pencil, play with your pearls or look otherwise disengaged. Try to make some kind of contribution to the discussion.

10. Be respectful at all times. But watch out for ‘Nice” (too much smiling, nodding and deference). Your Leadership role is to assume authority and move the agenda. You will grow in finesse and diplomacy if you watch skilled group communicators deal with difficult situations and people (see #1 above).

Our guest blogger is Carol Fleming, Ph.D., who is the author of “It’s the Way You Say It”! Becoming Articulate, Well-spoken and Clear. Her book is a comprehensive guide to vocal development and improvement of communication skills, for people who want to learn how to speak better.

If you want to learn more about how Dr. Fleming can help you improve your communication skills, please send her an email at query@speechtraining.com.

How will Spain motivate themselves for the next tournament?

Teams that are not motivated are flat and, unless they can totally overpower their opponent, unlikely to succeed. Motivation is giving players a reason to perform to the best of their ability to achieve team goals. This responsibility falls on the coach and the players. It takes a team effort to be mentally and physically prepared to play and to maintain a level of interest that puts your team in a position to win.

Try these four ways to motivate your players:

1. Set realistic goals – goals are important because they give players something to strive for. Set both short-term and long-term goals. Short-term goals are measurable steps on the way to achieving longer-term objectives, providing players and coaches a sense of achievement along the way. Make sure the goals are realistic. Teams with a realistic set of goals are more likely to succeed than those for whom the expectations are way too high.

2. Provide positive reinforcement - speaking directly to players about their performance can help to set standards that can motivate them. While many coaches rely on negative feedback, recognizing good effort and superior performance are much more effective techniques for motivating athletes. It is important to focus on what your players are doing well rather than always pointing out what they are not doing well. Focus on what your players are doing well in a moment and praise them for it. For example, catch your players working on specific skills and let them know you like the way they are performing and that they are making progress.

3. Give players a voice – and listen to it – players are more likely to follow a coach who listens to them and takes an interest in them. Some coaches believe they are the final word – the word of God – and do not always listen to the players on their teams. By giving players a voice, they become more motivated to perform at their peak for the coach’s and team’s benefit. Ask your players for their feedback.

4. Know what motivates each player - if you know what motivates each of your players, you will be in a better position to help them perform their best. What works for one player on your team may not necessarily work for another player. If you do not know what motivates a player, ask him or her.

Keep your team motivated by setting realistic goals, giving them positive feedback, listening to your players, and understanding what motivates them.

A blog by guest writer Anne Smith, Ph.D.

Anne Smith, Ph.D., the only tennis player in history who has won 10 Grand Slam championships and earned a doctorate, works with athletes, coaches, and parents who want to develop a prescription for how to win. Dr. Smith is the author of two books titled GRAND SLAM: Coach Your Mind to Win in Sports, Business, and Life and MACH 4TM Mental Training System: A Handbook for Athletes, Coaches, and Parents.  Visit her website at www.annesmithtennis.com.

Psychometrics are not the daunting prospect many think they are. Facilitated properly they can be quite the opposite

In simple terms a psychometric is a questionnaire that helps the user better understand themselves. In a team this is an excellent way to identify colleagues’ strengths and preferences. For instance a questionnaire might say that Sue is creative and sociable who works best when given regular feedback by her manager whilst Dave is disciplined and analytical, preferring to be set a task and left alone to get on until he’s completed the work.

One of the original and much used team questionnaires’ is Belbin Team Roles, this analyses behavioural preferences and helps to match an individual to the kind or work and role they will most enjoy. A slightly more sophisticated booklet based psychometric is the Strength Deployment Inventory (SDI), taking around 10 minutes to complete it then positions the user in one of one million positions that indicates his or her mix of core values. For example Joe is motivated by the impact his actions have on other people whilst Mary is driven by measurable achievements. A relatively new kid on the block is Facet5, the comprehensive reporting allows managers to explore individual behaviour, attitudes, motivation and aspirations; identifying differences and strengths in personality style and performance. With data captured, stored and analysed online this tool presents the team with opportunities to make comparisons between colleagues and align managers with team members.

Some people are understandably hesitant about these tools and we recommend that they should only ever be facilitated by accredited experts and used alongside practical activities that serve to underpin the theoretical findings with real life experience.

Summer holidays are a time when the pace of life slows enough for us take stock, reflect on the future and maybe catch-up with some reading.

Relax, Reflect & Resolve this summer

As you sit on a plane, a beach or in an armchair this summer, you might like to ponder one or two of the following:

- What have I achieved this year that was worth all the effort?
- Whose life has improved as a result of my contribution?
- What is the most valuable lesson I’ve learnt this year?
- Is the future more certain now than it was a year ago?

These periods of reflection can be motivating and inspiring, particularly as we recognise the ‘unique contribution’ we each make. It’s equally important for teams to take time to reflect on past successes and future challenges for the same reasons. So have a great summer, take time to think and set a date to do the same with your team.

Are you a “good” boss?  One of the most important aspects of an executive’s/manager’s/boss’s job is to manage employees; it is also the most challenging.

Bonus Rule 6: Don't dance in front of staff, especially if you can't dance.

A boss can either create a team unit or keep herself apart. All of us are given choices every moment of every day. How we respond to difficult situations is a choice. How we choose to react in a moment affects not only us but our employees. Employees perform best in an environment that is supportive, consistent, has good two way communication, and where everyone helps each other.

Follow these five tips to become a “good” boss:

1. Speak with respect - It seems that respect has taken a back seat to disrespectful verbal and non-verbal behaviour that is rampant in our society. It is time to put respect back into business and life. It starts at the top with the boss. Do not shout at or speak harshly to your employees or interrupt them when they are speaking. If a manager is harsh, condescending, arrogant or rude, how does that inspire an employee to want to do their best for the company? Speak with respect to your employees.

2. Eliminate sarcasm from your delivery style – do not make fun of or embarrass your employees. Sarcasm and public displays of criticism are negative. Negativity breeds anger, resentment, and frustration. These emotions and feelings create stress which can lead to decreased productivity, decreased enjoyment, increased illness, increased absenteeism, and increased turnover.
Give your employees positive feedback on what they are doing well.

3. Be a good listener – Communication is about more than speaking; it is also about listening. If we expect our employees to listen to what we have to say, then we must be willing to listen to them as well. Listening allows your employees to be heard and feel validated. It is not productive for an employee to leave your office thinking I’m never going to her again since she does not listen and acts like she knows it all. Be a good listener.

4. Think before speaking – Before reacting to a situation, think about the ramifications of what you will say to the employee. If an employee is not performing or doing what you ask them, then take a few minutes to figure out what you can say to inspire them to comply with your request, rather than discourage them with words that are harsh or demeaning.

5. Act calm and confident – Have a calm tone of voice, speak softer and slower, and smile. What you say and how you say it will either make your employees want to come to work because of the positive atmosphere that you create, or dread coming to work because of the negative environment. Take a look at your management style. Commit to being a positive, calm, caring, confident, and good boss.

These five tips will help you create an environment that promotes productivity, teamwork, and success to increase overall profitability and foster a winning attitude among your company’s stakeholders.

A blog by guest writer Anne Smith, Ph.D.

Anne Smith, Ph.D., the only tennis player in history who has won 10 Grand Slam championships and earned a doctorate, works with athletes, coaches, and parents who want to develop a prescription for how to win. Dr. Smith is the author of two books titled GRAND SLAM: Coach Your Mind to Win in Sports, Business, and Life and MACH 4TM Mental Training System: A Handbook for Athletes, Coaches, and Parents.  Visit her website at www.annesmithtennis.com.

Rule 4: Avoid micromanagement

Sometimes you can pinpoint the problem immediately (if, for example, your employee is lazy or unresponsive, comes in late and leaves early, shirks responsibility, or constantly questions your authority without cause).

But there are times when your personality just isn’t compatible with those on your team. Unfortunately, you still have work with these people and find a way to motivate them so that the whole team can realize success.

To that end, here are a few simple ways to keep the peace and get everyone working towards the same goal:

1. Talk TO them, not AT them. Talking down to your employees and acting superior is the best way to ensure that they tune out. You don’t necessarily need to be their best friend, but let them know that you’re open to conversation. You can offer clear and authoritative directions as well as keeping an open mind and listening to their suggestions. This is the best way to let your team members know that they are valued and give them a chance to truly participate in the process.

2. Be generous. Nothing motivates people better than the knowledge that their efforts are appreciated, so let employees know that you have noticed their hard work and compliment or reward them for both individual and team successes (anything from a weekly paid lunch to a team-building day to gift certificates could fit the bill, although sometimes a pat on the back will suffice). On the other side of the coin, avoid lambasting them in front of the entire crew if they make a mistake. Simply inform them of their error privately, talk about how it happened, and brainstorm a solution to ensure that it doesn’t happen again.

3. Provide the necessary tools. You don’t want to set your team up for failure, so make sure they have what they need to get the job done. If they tell you that they cannot proceed without a costly piece of software or machinery, take the time to determine if you really need to spend beaucoup bucks, if there is a comparable alternative at a lower price, or if they’re just blowing smoke. Don’t simply throw out the idea because you think it is too expensive. It’s your job to determine the needs of your team and outfit them for success.

4. Avoid micromanagement. You hired people for a specific function, so operate under the assumption that they know what they’re doing. Check in periodically to make sure they’re on track (or ask for updates), but don’t hover and intimidate them. It will only make them nervous and more apt to make mistakes (small and large). Let them know that they can come to you with concerns or stumbling blocks and then adopt an attitude of beneficence rather than berating them.

5. Pick team players. No matter how good of a boss you are, there are going to be times when you just can’t motivate an employee. Some people resist every attempt at inclusion. If that is the case, you can’t allow them to compromise your goals and drag the whole team down with them. So don’t be afraid to cut dead weight and find someone who fits your team dynamic and does their fair share. Everyone will be happier when all the cogs fit together and turn as they should.

This is a guest blog written by Kathleen McKenzie who is a writer for Student Grants. Kathleen also gives advice on the pursuit of higher education and career options for young adults.