Team Building and Leadership Development
Sample Module
Below is a module outlining an example of a 2-day programme. The content, structure andstyle would be accurately designed based on the level of each group, the research reports and consultation with the client.
For this particular client, there would be a commercial theme with a notional financial target for the group to achieve by delivering on the tasks outlined. The simple premise being - with skilled leadership and effective commercial skills they will earn more money towards their target.
Day One
| Time | Activity |
| 9.30am | Delegates arrive and check-in |
| 10.00am |
Objectives |
| 10.30am | Action Centred Leadership Presentation The process of achieving a balance of task, team and individual needs through task confirmation, planning, briefing, monitoring and supporting, considering the needs of individuals before evaluating the success of the task. |
|
11.00am |
Exercise 1: Through the Hoop Taking the full team through the 'hoop' within the time limit is likely to exceed the group's own self-limitations. Debrief:
|
| 11:45am | Exercise 2: Raise the Flag For the first half of the exercise the team are only allowed to plan and look at the resources available to erect a flagpole within a squared off area. The second half of the task is the execution of their plan - without talking! Debrief:
|
| 12:15pm | Exercise 3: Red and White The group is subdivided into two and separated. Each person receives a detailed brief outlining his or her commercial objectives. There is a specific time managed agenda and itinerary, which puts the group under pressure. The key challenge is for the sub-groups to maximise the commercial value from the task, however there is always a great danger that the individuals attempt to gain financial progress at the expense of the group! Debrief:
|
| 1.00pm | Lunch |
| 1.30pm | Exercise 4: Sensory Square All of the team members are blindfolded and they are challenged to locate two lengths of rope and once they are in their posession they are to produce a 'perfect square' using both ropes. Debrief:
|
| 2.30pm | Exercise 5: Acid River This exercise involves the team split on 2 sides of a divide, seeing how they work when split physically, focusing on communication, co-ordination, control, sharing of ideas, planning and quality control. Debrief:
|
| 3.30pm | Exercise 6: Landscape Photographs and clues are matched to different locations, and the information must be co-ordinated at a central point. The team is challenged with going to the location(s) that the 30 photos were taken to retrieve a clue and further instructions - with only 1 set of photos between them! Communication, lateral thinking and co-ordination are the key skills required. Debrief:
|
Business Approach Profiles (approx 30 mins per candidate)
Day Two
| Time | Activity |
| 8.00am | Breakfast |
| 8.45am | Review of objectives and financial aim |
| 9.00am | Exercise 6: Video 'Infomercials' The group is split into smaller groups and challenged to write, produce and perform a one-minute video commercial. The choice of subjects may include: Debrief:
|
| 12:15pm | Lunch |
| 1.30pm | Exercise 7: Prototype Company The team is split up into sub-groups with specific briefs to design, administrate, build, finance and control the production and launching of a 'vehicle' to carry at least 6 members of the team. However, the only form of communication between the teams is written documentation - no talking is allowed outside their own groups! They have to find out where the materials are, purchase the correct kit required within budget, transport it to the launch site and build a quality product that will take 6 team members across the small lake on it's maiden voyage. Debrief:
|
| 2.30pm | Exercise 8: Rolling Stock A multi-stage outdoor exercise, which involves lateral thinking, problem solving, creative design and financial appraisal. Delegates have to piece together a brief from cryptic clues and then use a variety of skills to maximise the financial success of the project. This consists of building two bridges, producing a well-designed and robust small-scale vehicle and locating for construction over the chasm for delivery of the 'stock'. Recognition of individual's different skills and effective role allocation is vital to success. All this without even a brief! Debrief:
|
| 3.30pm | Leadership review Syndicate review |
| 4.30pm | Team action plan Individual action plans Strategy to cascade to the team(s) |
| 5.00pm | Programme concludes |
| 5.30pm | Review of key learning points |
To discuss how our team building programmes can benefit your business, please fill out our online team building contact form or call us on 0115 9849940.
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