| The Sales Director had organised a great conference; | | | | task a de-brief is held and you can actually feel and |
| the venue was first class, the service excellent and | | | | see the teams started to gel as they work on each |
| the content of the workshops and presentations | | | | task. The rain is still coming down but nobody is |
| very motivational. The only potential "fly in the | | | | aware of it - they are too focused on the task and |
| ointment" was the team-building afternoon which was | | | | on how they are working together. They may |
| scheduled to take place outdoors as evidenced by | | | | actually be enjoying the experience!Two and a half |
| the memo outlining the fact that waterproof jackets, | | | | hours later the fourth and final task is completed and |
| trousers and boots should be brought along to the | | | | along with the sigh of relief you can detect a real |
| conference.The "rumour-mill" was working overtime. | | | | sense of achievement and also of pride in what they |
| "We're going abseiling." claimed one sales | | | | have achieved as a team. A final de-brief is held in |
| representative. "No, I have heard it is an orienteering | | | | the bar and the coach summarises the events of the |
| challenge." claimed another. "That river close by must | | | | afternoon. What has been achieved in terms of them |
| be in the equation. Maybe there are canoes involved - | | | | working more cohesively as a team? How does what |
| or even rafts!" Minds were going into over-drive and | | | | happened that afternoon relate to the workplace and |
| with the rain starting to fall and the cloud cover | | | | how are they going to translate what they learned |
| starting to not only increase but appear to get lower | | | | about themselves and the team into practical |
| and lower, a gloom descended both in weather terms | | | | strategies that will ensure the team delivers more |
| and in terms of individuals' motivation. The bar | | | | business for the company? The final act is for the |
| presented a much better option!There was a surge | | | | team leader to build an action plan for the team's |
| of interest in the late eighties and nineties in | | | | development so that the learning from the day is not |
| "outward-bound" type team building exercises | | | | lost in the "hurly-burly" of the workplace. The team |
| involving very challenging physical activities centred | | | | now has a way forward.From the initial fear and |
| around canoes, rafts, abseiling and generally "roughing | | | | scepticism, the energy evident at the awards |
| it", but there is a lot of anecdotal feedback that this | | | | ceremony is proof of how "outside team |
| type of the teambuilding tends to support individual | | | | development" can motivate both individuals and |
| development as opposed to actually developing | | | | teams. Which team won is almost incidental and |
| teams.What is potentially needed are less strenuous | | | | although the usual "boos" and cheers go up, the |
| outdoor team activities that not only challenge both | | | | feedback indicates that not only was the whole |
| team and individual but also create experiential | | | | experience fun and enjoyable, important lessons have |
| learning that participants can take back and apply | | | | been learned that will move the sales teams forward |
| with their teams in their own work environment. The | | | | in their quest of improved results.Oh, and despite the |
| activities also have to be fun and not induce a fear | | | | rain, the scenery was excellent. And not a canoe in |
| of one's personal safety being compromised!The | | | | sight!The above story is a generic one based on a |
| Sales Director had seen the outdoor management | | | | number of similar interventions with pharmaceutical |
| and team task approach done before and was | | | | companies. What actually have these companies |
| convinced that the "non-arduous" type of outdoor | | | | learned from the experience of 'outdoor' |
| team activity was the way forward. At the | | | | development? Feedback from participants indicates |
| pre-event brief, expectations were managed and | | | | that these events can produce the following:- |
| fears subsided. No, there was no abseiling, | | | | Greater understanding of each team member and |
| rock-climbing, canoeing or orienteering. Instead each | | | | their strengths and development areas.- Similarly, |
| sales team had a number of outdoor tasks to | | | | gaps in capability within the team as a whole can be |
| achieve in a specific timeframe and each team would | | | | identified and plans put in place to rectify the |
| be observed by an external coach supported by a | | | | capability gaps.- An increased understanding of team |
| "safety-advisor" who knew the tasks "backwards". | | | | dynamics and processes along with a chance to start |
| Each team would be scored on their planning, decision | | | | to develop the team-working skills that are needed |
| making, communication and flexibility in their attempts | | | | to productively implement team processes.- A chance |
| to undertake the various tasks which involved doing | | | | to 'get away from the workplace' and take time to |
| a number of things with pipes, cages, ropes, ladders, | | | | analyse present team performance and how best the |
| balls, and an assortment of other implements and | | | | team can move forward and improve productivity.- |
| structures. The sense of relief around the room was | | | | An opportunity for the manager to build their |
| very evident but there was still a sense of "what I | | | | leadership and coaching skills.- An opportunity for |
| am going to learn from this?" around, especially as | | | | teams to air concerns, hopes, fears and ideas.- Much |
| the rain continued to fall and the darkness closed | | | | of the above only occurs when excellent coaching |
| in!Why outside? Performing tasks outside has several | | | | and facilitation takes place during the event. In other |
| advantages to performing them indoors. Firstly, it | | | | words, doing the tasks does not guarantee results |
| takes the teams out of their work environment and | | | | alone!- Fun assists and enables learning!There are, |
| gives them a release from the pressures of the | | | | though, downsides to 'outdoor' development:- The |
| office or the conference room in the hotel. Even the | | | | weather! If it rains heavily and continuously it can be |
| rain and wind can be a refreshing change from the | | | | de-motivating and uncomfortable.- If the facilitation is |
| constant ring of the mobile and the dulcet tones of | | | | not first class then the learning taken from the tasks |
| the manager! Secondly, the sheer movement from | | | | can be minimal, especially when attempting to link the |
| one location to the next frees up the mind and also | | | | learning from the tasks to what happens in the |
| releases energy for use both physically and mentally. | | | | workplace.- The tasks should be done in an |
| Finally a good picturesque location can very inspiring | | | | environment as free from 'interference' as possible. |
| and motivational. The great outdoors also gives | | | | Getting teams to manage complex tasks in full view |
| people space to think and space to move, something | | | | of the kids from the local housing scheme can |
| which can be severely constricted when attempting | | | | sometimes be off-putting!- Similar to every training |
| to do tasks indoors with large groups of teams.Our | | | | course if there is no follow up of action plans based |
| sales teams are now being introduced to the tasks | | | | on the learning then the chances are that little will |
| and although there is a great deal of energy and | | | | change so there is little return on investment. A |
| excitement about there are varying degrees of focus | | | | mechanism of follow up must be agreed.- Tasks |
| and planning appears to be at minimum. All the | | | | have to be changed and adapted routinely to avoid |
| energies are being used up in the teams "diving" into | | | | the danger of participants having perhaps done the |
| the first task. Different ideas and opinions are being | | | | same task on a previous programme.Overall, 'outdoor' |
| voiced; some listened to, others ignored. Some | | | | team development is another intervention that can |
| people are coming "to the fore", others starting to | | | | be added to the Training or Sales Manager's |
| become more silent and "slinking" into the | | | | armamentarium of development interventions. It is |
| background. As they are timed events, the pressure | | | | one which is innovative, challenging and fun. Provided |
| to complete the task rises and voices are raised | | | | this type of development is facilitated by a specialist |
| along with tensions. Frustrations of some become | | | | and competent coach, the learning that can be taken |
| more evident, especially when the "safety adviser" | | | | about how individuals and teams operate whilst |
| deducts points for several of the task rules and | | | | performing the tasks, can be translated into what |
| constraints being ignored! Finally the whistle sounds | | | | they need to do to be more productive in the |
| for the end of the first task. There is a sense of | | | | workplace.A recent participant in this type of event |
| relief that it is all over coupled with a sense of "we | | | | commented: "The early tasks were mentally |
| can do better at the next task!" Others appear to | | | | challenging as opposed to being over-physical. In fact |
| hope that the ground opens up and swallows | | | | had we not disagreed so much in terms of our |
| them!The coach, as observer, holds a post-task | | | | planning and our execution they might have been |
| de-brief. They ask the team to do a self-assessment: | | | | enjoyable! However, the coach enabled us to look at |
| What did they do well as a team? What didn't work | | | | our behaviours and processes and as a result we |
| so well? What are they going to do next time as a | | | | managed to pull together more productively so that |
| result of the learning they have taken from task | | | | we were much more successful in the remaining |
| number one? The coach also gives their own | | | | tasks. It was also helpful to be able to link what we |
| feedback based on their observations of how the | | | | had achieved into how we could operate more |
| team formed, planned, communicated, made | | | | effectively as a sales team back out in the |
| decisions, resolved conflict and generally worked | | | | field."Further Reading:The New Why Teams Don't |
| together. The teams now move on after the | | | | Work (Berrett-Koehler Publishers Inc 2000) Harvey |
| de-brief with an action plan that should ensure they | | | | Robbins, Michael Finley.The Successful Coaching |
| are more cohesive in how they tackle the next task | | | | Manager. (Troubador Press 2003) Allan |
| overall.The lessons learned are heeded and the next | | | | MackintoshOutdoor Management Development. |
| task is again taken on with vigour but this time the | | | | (Gower 1994) John Bank.About the submitter:Allan |
| initial energy is focused in on planning how best they | | | | Mackintosh is a Performance Management Coach |
| are going to tackle the task. There is more listening, | | | | with Reivers Development who specialise in outdoor |
| putting forward of ideas and alternatives and better | | | | management and sales team development. Allan is |
| use of their resources is evident. The team have | | | | also the author of The Successful Coaching Manager |
| learned from their first experience and are continuing | | | | and creator of the OUTCOMES(R) and CARERS (TM) |
| to learn with the support of their coach. After each | | | | performance coaching models. |