Team Building consultants generally use three overlapping, but distinct roles. Each of the roles mentioned below keeps the learning and Team training meaningful, self-reflective, team-reflective, and most importantly fun!
The overlapping of roles are best summarized in the explanation below:
• Consultant. In this role, he establishes and maintains contact with the client, jointly assesses the client's situation, elicits information, designs programs, serves as confidant and adviser to the primary client contact.
• Trainer. In this role, he sets the tone of the training, then communicates, educates and improvises as he orchestrates and delivers the content through a sequence of activities and facilitated group discussion
• Facilitator. In this role, he leads the debriefings [processing], engaging and challenging participants to dig for deeper meaning, mediating disagreements and pushing for ever-greater clarity and understanding.
Each of these roles is inter-dependent upon each other. For example if the training lacks the full "buy-in" or approval of the primary client contact, (usually Human Resources, a Team Leader, or a Supervisor in some capacity), the program will fail to reach a higher level of success and fail to have a long term effect on the team and the participants within the team.
It is imperative that a discussion takes place between the Team Building Consultant and the client contact. All parties need to reach an agreement on how the program will progress, what objectives and goals are going to be reached as well as how to follow up the Team training program. What if the client contact is unclear about what objectives and goals to be reached? That is where the Team Building Consultant should meet, process and enable the client contact to better see and understand what it is that really needs to be addressed in the training session. If the Team Building Consultant can not facilitate a discussion to lead to clarity on goals and objectives both parties, the consultant and the client, should agree to go elsewhere.
Additionally during the training new evidence of inter-behavioral barriers may present themselves and the program takes an unexpected turn. This is when the true test of a trainer's ability becomes evident. Does the trainer choose to stay the course and work on the pre-defined objectives? Does the trainer choose to go in a different direction and follow what has just arisen? Does the trainer have the skills, knowledge and abilities to in a synergistic fashion meld both together? Experienced Team Building Consultants have been in all three situations and the answer really is "YES". It all depends on the situation at hand. That is why when choosing a team building consultant or team building company an organization must research and feel comfortable with the qualifications of the facilitator.
Some questions to ask team building companies are as simple as, who are your facilitators? Can you tell me an example of a program you have lead that is like our situation? Can you supply me with a list of sample questions you ask during the debrief [processing]? Give us a specific example of a program you have created that was a success? A failure? Can you provide my organization with a written proposal or agenda of what will be accomplished during our team training?
An effective team building consultant has the ability to move seamlessly through the consultant; trainer; and facilitator role. This comes from experience and Team Building consultants who are well educated and trained, in several fields. Choose the right consultant and always ask for and check references.
-Michael Cardus serves as an Adventure Consultant for Create-Learning-Team Building: Headquarters in Buffalo NY.
Wednesday, April 23, 2008
Monday, April 21, 2008
Team Building Torture: This is why Team builidng has a bad name
Reading through the Internet I came across this article of team building torture Every time I find these articles I am amazed at how some organizations feel this will add to the team commitment.
There is also general agreement that Hudgens volunteered for the "team-building exercise," that he lay on his back with his head downhill, and that co-workers knelt on either side of him, pinning the young sales rep down while their supervisor poured water from a gallon jug over his nose and mouth. from The Washington Post
I have led several 1000 team building activities and never thought of water boarding - as a motivational activity. This is the struggle that we face - Team Building in NOT TORTURE!
The odd thing is that the organizations leadership said;
"The sales team leaders are very focused here," Brunt said. "There was an incident, so it's not fabricated. There was a training exercise. He did lie down on a hill. The entire exercise lasted less than 20 seconds. A little bit of water was poured and then Josh would stop and say, 'Are you okay?'
Very focused?? is this an acceptable behavior to inspire others??
At Create-Learning Team Building we use activities as a vehicle to deliver the training - Water Boarding is never used!
There is also general agreement that Hudgens volunteered for the "team-building exercise," that he lay on his back with his head downhill, and that co-workers knelt on either side of him, pinning the young sales rep down while their supervisor poured water from a gallon jug over his nose and mouth. from The Washington Post
I have led several 1000 team building activities and never thought of water boarding - as a motivational activity. This is the struggle that we face - Team Building in NOT TORTURE!
The odd thing is that the organizations leadership said;
"The sales team leaders are very focused here," Brunt said. "There was an incident, so it's not fabricated. There was a training exercise. He did lie down on a hill. The entire exercise lasted less than 20 seconds. A little bit of water was poured and then Josh would stop and say, 'Are you okay?'
Very focused?? is this an acceptable behavior to inspire others??
At Create-Learning Team Building we use activities as a vehicle to deliver the training - Water Boarding is never used!
Sunday, April 20, 2008
Successful Teams: What makes them?
What are the right action steps to take for a successful team? I have been pondering this question for several weeks now. Is it logistics, Fishbone charts, 8D Problem Solving, 6 Sigma Projects, training programs, Gen x workers Gen y workers - millennials, baby boomers etc...
Are you prepared for a successful team - many people and leaders say yes and do not really mean it. A team that has success is also a team that has failures - many - many failures. A team with success also has challenges - many - many - many challenges. A team with success has conflict - lots - lots - lots of conflict. A team with success is transparent - the leadership & team members share with the team all that is going on.
With all these successful team ideas it is scary for a leadership team to accept failure (they may look like they cannot lead within the team! Although who do they look bad too? Themselves - their peers? - their families? - other team members?) To accept and encourage failure - this is a skill that is not taught and rarely incorporated into our LOP or SOP's. Without the fear of failure in our teams we also lose the joy of success.
Conflict is one of the scariest words I use - conflict itself has conflict all over it. I encourage you to see conflict (not character assassination, belittlement and bullying) as love. How often do you and your teams have a meeting or training and the people are all polite to each other and you can feel the tension in the room. Once the team is out of the meeting the water cooler talk starts, "can you believe s/he said that, s/he is always kissing up, I do not agree to any of those statement! I would have said something but my ideas are never listened to, I should have her job, he only is there because he plays golf with the CEO" These internal feelings of restlessness cause resentment and bleed into work habits. Take a moment and think about conflicts that you yourself have been a part of - what caused them? How were they resolved? Do you still feel scorned? How did this affect your work? Scary!
To have a successful team a great team you must be able to work and "raise up" these feeling of resentment that the team is feeling. A system of rewards for team success - the switch comes on for the problem is on the inside of me as a team member. As Gandhi said "Be the change you wish to see".
I feel that this comes back to transparency. The team must feel aware of what is going on - this is challenging when in our past behaviors the person with the information is in power, and employees should know as little as possible. We may feel that we are transparent in our information, when was the last time you asked your team if they felt you were transparent and you felt that they were honest and transparent with you (whether you are a team leader or not) .
I remember working in a place some time ago - where everything was kept top secret. We never had any meetings and the staff was actually discouraged to talk to each other. The manager was distrusting of everyone and let the team members know this because he would talk about you to other team members and say that you could not be trusted. This behavior led the employees to act in deceitful ways - steal, lie on their time cards, come to work drunk, leave early, talk bad about the boss, and live in fear everyday of getting fired. I am glad I am no longer working there.
The point of this article is to inspire thought - we as teams and team members know what it is to be successful. We know how to love each other and be transparent - what is it in each of us that causes negative behaviors - I say it is negative environments with a downward spinning oscillation loop of negative reinforcement. I encourage teams to change direction to a positive oscillation of success - success is failure that we have learned from.
-Michael Cardus serves as an Adventure Consultant and Team Building Facilitator for Create-Learning Team Building located in Buffalo NY - We Travel to any location.
Are you prepared for a successful team - many people and leaders say yes and do not really mean it. A team that has success is also a team that has failures - many - many failures. A team with success also has challenges - many - many - many challenges. A team with success has conflict - lots - lots - lots of conflict. A team with success is transparent - the leadership & team members share with the team all that is going on.
With all these successful team ideas it is scary for a leadership team to accept failure (they may look like they cannot lead within the team! Although who do they look bad too? Themselves - their peers? - their families? - other team members?) To accept and encourage failure - this is a skill that is not taught and rarely incorporated into our LOP or SOP's. Without the fear of failure in our teams we also lose the joy of success.
Conflict is one of the scariest words I use - conflict itself has conflict all over it. I encourage you to see conflict (not character assassination, belittlement and bullying) as love. How often do you and your teams have a meeting or training and the people are all polite to each other and you can feel the tension in the room. Once the team is out of the meeting the water cooler talk starts, "can you believe s/he said that, s/he is always kissing up, I do not agree to any of those statement! I would have said something but my ideas are never listened to, I should have her job, he only is there because he plays golf with the CEO" These internal feelings of restlessness cause resentment and bleed into work habits. Take a moment and think about conflicts that you yourself have been a part of - what caused them? How were they resolved? Do you still feel scorned? How did this affect your work? Scary!
To have a successful team a great team you must be able to work and "raise up" these feeling of resentment that the team is feeling. A system of rewards for team success - the switch comes on for the problem is on the inside of me as a team member. As Gandhi said "Be the change you wish to see".
I feel that this comes back to transparency. The team must feel aware of what is going on - this is challenging when in our past behaviors the person with the information is in power, and employees should know as little as possible. We may feel that we are transparent in our information, when was the last time you asked your team if they felt you were transparent and you felt that they were honest and transparent with you (whether you are a team leader or not) .
I remember working in a place some time ago - where everything was kept top secret. We never had any meetings and the staff was actually discouraged to talk to each other. The manager was distrusting of everyone and let the team members know this because he would talk about you to other team members and say that you could not be trusted. This behavior led the employees to act in deceitful ways - steal, lie on their time cards, come to work drunk, leave early, talk bad about the boss, and live in fear everyday of getting fired. I am glad I am no longer working there.
The point of this article is to inspire thought - we as teams and team members know what it is to be successful. We know how to love each other and be transparent - what is it in each of us that causes negative behaviors - I say it is negative environments with a downward spinning oscillation loop of negative reinforcement. I encourage teams to change direction to a positive oscillation of success - success is failure that we have learned from.
-Michael Cardus serves as an Adventure Consultant and Team Building Facilitator for Create-Learning Team Building located in Buffalo NY - We Travel to any location.
Saturday, April 19, 2008
Buffalo Bill's Ralph Wilson Stadium & Challenge by Choice
Recently Christine and I moved into our new house. While moving one of her uncles, Danny, and I spoke about rock climbing, team building, and about what it is that I do professionally. During our conversation he told me that the company he works for (Frey Electric) changes the light bulbs in the Buffalo Bills Stadium. Danny asked if I would like to see how they change these bulbs using a large crane (These light bulbs are up approximately 180 feet up attached to large metal poles that rise straight into the air). I must admit I was not sure if I wanted to go, I thought to myself, “When am I ever going to get to experience something like this again. I constantly speak to Team building and workforce development groups that, when one reflects upon their life, you are not going to regret what you did. It is the opportunity you did not take that haunts you. I called Danny, and met him at the stadium.
I arrive at the Buffalo Bills stadium and I am in awe at the size of the stadium. Being able to view the stadium when a game is not in progress is a rare opportunity in itself. Danny finds me and gives me a quick tour. I look over and there is this giant crane lifting a yellow metal cage. The metal cage is waving in the breeze and I can see the thick steel cable holding the yellow metal cage with some people inside of it. I think, “that must be the way up” I feel a little stomach bile push it’s way up my throat fully knowing I am here now and I must commit to my action. I am given a full body harness and I play with the auto locking “lobster claws” and explain to Danny how they differ from what is used on high ropes courses. I stand there quietly watching the yellow cage lowered to the ground. “I have never been that high up with a single locking device. I hope I do not faint!” this is my internal monologue. I attempt to rationalize the thoughts speaking with Danny about static vs. dynamic weight ratios. I estimate the load capacity of the "O" ring that holds the cables to the cage. Finally, we enter the cage I ask Danny, starting a meaningless conversation, “just attach anywhere in the cage?” he shows me a metal loop to attach to and then he gives the crane operator a thumbs up! Off we GO! Immediately I feel my knees get weak my grip tighten and an awkward yet familiar feeling in my stomach. Whoa!! Whoa!! Whoa!! And some profanity is all I say. Danny asks, “Do you have your camera? Don’t drop it use your wrist strap.” We are 50 feet off the ground I can see the upper decks of the Stadium. Danny asks, “you alright” I respond, “I think so this is something”. I felt a great wave of adrenaline and deep fear as we rose 75 feet, 80 feet, with another 100 feet to go!! I relax and enjoy the view. It is AMAZING! The wind blowing, the cage waving, the cars and trucks below looking like small toys. We are arriving at our final destination point. Two of the electricians are changing the bulbs. We stop! 180 feet in the air I take a couple of deep breaths and look around.
“This is a feeling that I do not experience enough”, I think to myself. I am always coaching groups and individuals to take calculated risks and to push out of their comfort zones. I realized that I rarely seek out opportunities for me to leave my comfort zone. I wonder exactly why that is? We spend about 20 minutes in the air over the Bills Stadium snapping pictures and enjoying the time. The longer I am 180 feet up the more comfortable I feel at the height. I begin to have greater confidence in the cage, and the safety system. Danny calls the crane operator over the radio to bring us down. On the way down I feel pride and I look at the Bills Stadium differently than when I first arrived.
We return to the ground and I immediately can feel a difference in my self-esteem, and perceptions of myself. I think about transferable learning and about teams development; • Managers are encouraged to create procedures and policies that encourage people to follow proven “trails” to create a measurable outcome, maybe a sale, or a product. Managers spend time working to make people be at their most effective. How often do managers, individuals, and teams push themselves out of their discipline (like me in that cage)? How often are individuals and teams given the opportunity to safely practice pushing that comfort to a panic zone, to walk a different “trail”? Once a manager, individual, or team pushes past a comfort zone or prescribed “roles” they then have the ability to view a procedure or policy through a different “lens”. This change of “lens” empowers the team or manager to create policies and procedures that can raise the effectiveness of those on the team. The manager when pushed past a comfort zone may now see that the procedures and policies themselves are an evolving and dynamic process, full of synergistic solutions. This change of “lens” has the ability to illustrate that there is an abundance of ideas and creative solutions to be seized upon, and all it takes is changing you perspective
pushing past the prescribed “roles” and comforts of the daily routine.
• Team concepts developed as a result of the people who were brought together to accomplish the goal. The electricians, crane operators, and supervisors had to organize a system to reach a win-win outcome for all people involved. There is a small chance that a person as an individual working could safely scale the poles and change those bulbs. The crane operators had to work in conjunction with the electricians in the metal cage. They created and agreed upon a communication system that was understood over a radio 180 feet away. Additionally a system for safety and success was put into place for everyone on the team. A highly functioning team (no matter how transient) was created that required open and honest communication on all ends, the crane operator, the electricians, as well as the supervisors overseeing the project. Team work and Team Building are a constant evolving experiment that requires practice. I encourage people and groups to do things that scare them, to push that comfort zone into the panic zone enough to create and connect new brain based synapses. To empower yourself and teams too see people and feel experiences in a way that at one point seemed impossible.
In the beginning, nothing comes;In the middle, nothing stays:At the end, nothing goes.Of the mind there is no arrival or extinction!- Milarepa
I arrive at the Buffalo Bills stadium and I am in awe at the size of the stadium. Being able to view the stadium when a game is not in progress is a rare opportunity in itself. Danny finds me and gives me a quick tour. I look over and there is this giant crane lifting a yellow metal cage. The metal cage is waving in the breeze and I can see the thick steel cable holding the yellow metal cage with some people inside of it. I think, “that must be the way up” I feel a little stomach bile push it’s way up my throat fully knowing I am here now and I must commit to my action. I am given a full body harness and I play with the auto locking “lobster claws” and explain to Danny how they differ from what is used on high ropes courses. I stand there quietly watching the yellow cage lowered to the ground. “I have never been that high up with a single locking device. I hope I do not faint!” this is my internal monologue. I attempt to rationalize the thoughts speaking with Danny about static vs. dynamic weight ratios. I estimate the load capacity of the "O" ring that holds the cables to the cage. Finally, we enter the cage I ask Danny, starting a meaningless conversation, “just attach anywhere in the cage?” he shows me a metal loop to attach to and then he gives the crane operator a thumbs up! Off we GO! Immediately I feel my knees get weak my grip tighten and an awkward yet familiar feeling in my stomach. Whoa!! Whoa!! Whoa!! And some profanity is all I say. Danny asks, “Do you have your camera? Don’t drop it use your wrist strap.” We are 50 feet off the ground I can see the upper decks of the Stadium. Danny asks, “you alright” I respond, “I think so this is something”. I felt a great wave of adrenaline and deep fear as we rose 75 feet, 80 feet, with another 100 feet to go!! I relax and enjoy the view. It is AMAZING! The wind blowing, the cage waving, the cars and trucks below looking like small toys. We are arriving at our final destination point. Two of the electricians are changing the bulbs. We stop! 180 feet in the air I take a couple of deep breaths and look around.
“This is a feeling that I do not experience enough”, I think to myself. I am always coaching groups and individuals to take calculated risks and to push out of their comfort zones. I realized that I rarely seek out opportunities for me to leave my comfort zone. I wonder exactly why that is? We spend about 20 minutes in the air over the Bills Stadium snapping pictures and enjoying the time. The longer I am 180 feet up the more comfortable I feel at the height. I begin to have greater confidence in the cage, and the safety system. Danny calls the crane operator over the radio to bring us down. On the way down I feel pride and I look at the Bills Stadium differently than when I first arrived.
We return to the ground and I immediately can feel a difference in my self-esteem, and perceptions of myself. I think about transferable learning and about teams development; • Managers are encouraged to create procedures and policies that encourage people to follow proven “trails” to create a measurable outcome, maybe a sale, or a product. Managers spend time working to make people be at their most effective. How often do managers, individuals, and teams push themselves out of their discipline (like me in that cage)? How often are individuals and teams given the opportunity to safely practice pushing that comfort to a panic zone, to walk a different “trail”? Once a manager, individual, or team pushes past a comfort zone or prescribed “roles” they then have the ability to view a procedure or policy through a different “lens”. This change of “lens” empowers the team or manager to create policies and procedures that can raise the effectiveness of those on the team. The manager when pushed past a comfort zone may now see that the procedures and policies themselves are an evolving and dynamic process, full of synergistic solutions. This change of “lens” has the ability to illustrate that there is an abundance of ideas and creative solutions to be seized upon, and all it takes is changing you perspective
pushing past the prescribed “roles” and comforts of the daily routine.• Team concepts developed as a result of the people who were brought together to accomplish the goal. The electricians, crane operators, and supervisors had to organize a system to reach a win-win outcome for all people involved. There is a small chance that a person as an individual working could safely scale the poles and change those bulbs. The crane operators had to work in conjunction with the electricians in the metal cage. They created and agreed upon a communication system that was understood over a radio 180 feet away. Additionally a system for safety and success was put into place for everyone on the team. A highly functioning team (no matter how transient) was created that required open and honest communication on all ends, the crane operator, the electricians, as well as the supervisors overseeing the project. Team work and Team Building are a constant evolving experiment that requires practice. I encourage people and groups to do things that scare them, to push that comfort zone into the panic zone enough to create and connect new brain based synapses. To empower yourself and teams too see people and feel experiences in a way that at one point seemed impossible.
In the beginning, nothing comes;In the middle, nothing stays:At the end, nothing goes.Of the mind there is no arrival or extinction!- Milarepa
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