Holiday Teambuilding Meeting Thoughts and Ideas

Rethinking Your Company’s Holiday Celebration Event – Thoughts and Ideas for Maximizing Impact

As the holiday season is fast approaching. many organizations are into their planning for their holiday parties and meetings — sometimes with the hope of improving communications and collaboration and maybe having a bit of fun at company expense. And why not, since people do need to come together to improve working relationships and since the daily workplace these days offers so few “water cooler conversations” and a lot more of the less personal “emails across the cubicle” kinds of connecting.

Two relationship things also stand out insofar as impacts on business results:

  • According to Towers Watson, highly-engaged companies have 44% higher operating margins. This probably comes as no surprise, since people who feel connect act more connected. We all know engagement is good for the bottom line.
  • Sirota’s ongoing research continues to positively confirm that the biggest single influence on employee attitudes is the behavior of their immediate manager. Improving that relationship is critical to build alignment and rapport.

So, doing something to build relationships is important in addition to fun. And if you have not held a holiday event for economic reasons, maybe this is a good time to consider doing something that has business improvement impacts along with other positive impacts on people and performance. For some workers and managers, such a business training event will be something new and for others, a reminder of how things could be if we all focused on those shared goals and desired outcomes. Show them that you are committed to improvement by hosting a performance improvement event.

The big question for executives is this: How can you focus on impacting engagement, collaboration and teamwork and improving communications in a cost-effective and impactful way, one that makes business sense?

These will not happen simply because people share food at a pot luck. They come in, get food, eat, and then often walk away.You can expect things to actually look something like this:

Results don't chahge with dinners

And, people will also tend to hang with their friends instead of make better connections with other people elsewhere in the organization. Can I hear you say, “boring?” Or at least un-impactful…

One key is to “play with performance” and generate some common thoughts and feelings about the workplace and possibilities for improvement.

There are any number of ways organizations approach this opportunity to bring employees together. Money is spent entertaining people most often through food and social festivities that not everyone approaches with a positive attitude. Be it a gathering around a sporting event or other entertaining activity, a casually catered party, an employee pot-luck feast or even a more formal after-work affair, the end result is that the typical get-together so often flows into the same people who normally talk with each other generally grouping together causing little real inter-organizational interaction or kinds of discussions. And, you can pretty much guarantee that not much real impact will occur insofar as changes in behavior or improvements in any kind of results.

As a Christmas gift, why not do an effective team development exercise, one designed to identify areas where people feel the organization is competitive and not collaborative and one designed to produce alternative choices and increased engagement in your shared mission and goals? Invest in a fun learning event designed for workplace improvement. Your people will sincerely appreciate having the chance to talk about issues and opportunities and implement changes in how things get done.

Lost Dutchman's Gold Mine teambuilding

Our Lost Dutchman’s Gold Mine exercise is ideal as an overall energizer that not only allows people time to enjoy some fun and camaraderie but elegantly sets up a superb learning event. The play of the game culminates with a powerful debriefing, linking game behavior to workplace issues and can focus on outcomes specific to your own organization.

If cost is an issue, you can relax knowing that Dutchman is one of the best values out there as far as cost per participant. You have options available that include either purchasing the game (at a one-time cost) or renting the game. The decision is yours to make and you also receive a satisfaction guarantee or your money back.

The Search for The Lost Dutchman’s Gold Mine is a full-blown, extensively supported team building exercise / simulation, one that generates a great deal of fun and collaboration but that also serves as a framework to discuss business improvement ideas. It is easy to learn how to deliver, with a couple of hours of preparation time required and any amount of support available from me, the program designer and developer. You can schedule this event the same day as your office party, using it as a ramp-up energizing activity.

Dutchman is ideal as part of your company’s holiday celebration because it:

  • Brings employees together in a way that strengthens camaraderie, provides a fun and unique experience, and leaves people feeling optimistic about their workplace.
  • Gives something back to the organization through Dutchman’s highly acclaimed Debriefing discussions and focus on collaboration and improving organizational performance.
  • Is inexpensive! Simply rent the game and receive all the instructions, materials and support needed for any number of people. Check here to find out the cost of renting for your group size. Purchasing Dutchman is also an option.
  • Creates a fun Southwestern theme that can also be applied to your festivities through both food and decor. For instance, a barbecue luncheon or Southwestern dinner menu with decorations to match.

You’ll have the success of a globally-appreciated exercise with your
satisfaction guaranteed!

And there are no issues with timeliness, as in, “Can we do the game this year?” It takes a couple of hours of preparation time, even for a large group. All you need is a venue that will allow for tables of 5 to 6 people each and a projection screen. We can send the complete, packaged exercise (including accessories) and we can coach you in design and delivery, including your focus on achieving your specific desired impacts and outcomes.

If you have questions about how this might work, please give me a call and I would love to understand your issues and desired outcomes and talk about whether the exercise would be a good fit. We get rave reviews from users and have been selling and supporting this program for more than 20 years in all kinds of organizations, worldwide.

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

Dr. Scott Simmerman is a Certified Professional Facilitator (IAF) and a Certified Professional Trainer (IAPPD) and he has been supporting the exercise since it was developed back in 1993. Rest assured that you can do this!

 

Amazing Continuous Improvement from Debriefing

One of my new customers is Novartis, who used my Lost Dutchman’s Gold Mine exercise with their scientists to look at issues of improving teamwork and collaboration and innovation successes. Two trainers and I talked on the phone for over an hour, debriefing some of the things they saw and framing up future deliveries around different desired outcomes. There are lots of possibilities around how to build the game into their existing team building courses as well as to look for ways to impact more of the interdepartmental issues.

Frankly, I absolutely love those kinds of conversations, since they often generate things that I might clarify better in the game’s instructional overview materials as well as new ways to frame ideas.

I wrote about how clients innovated the game in other blogs. INPO reframed the Best Practice metaphor of the TurboCharger to better emphasize the strategic planning theme for their desired outcomes, for example. And they also turned me on to the basic benefit of having a designated Devil’s Advocate to help an organization see other sides of the issues to improve implementation.

We’ve been playing with the design of Dutchman for over 20 years now and the metaphors in the design are pretty well-polished. One of the metaphors ties into planning and resource management issue. (You can find a detailed blog about issues of planning and optimizing here.)

As part of their resources, we make a Spare Tire available, with the storyline that it helps protect their vehicles against “Ice Shards,” sharp spikes of ice that can damage their tires. They are also told that, “Ice Shards are very rare.”

The reality is that Ice Shards never occur, and that the cost of that Spare Tire is the same as the cost of resources to manage one day in the Mine. Having a Spare Tire then actually costs them a full day of mining gold, since their resources are, in fact, “sufficient but limited.”

We also play with a FAKE Arctic Blast on Day 17. Teams can discover that there will be TWO Arctic Blasts that occur in the middle of the game. These cost the teams extra resources, which is no big deal if you plan for these to occur. With me tossing in that FAKE extra one on Day 17, nearly every team would run out of resources and die. They simply do not have sufficient cards to get back.

The idea I got from Jessica and Natasha was that I could add Ice Shards to that fake Arctic Blast, at least temporarily making a team feel that having that Spare Tire was a benefit. That feeling would be short-lived, though, as the Just Kidding words scrolled onto that slide, but it would also add a tidbit more to the potential discussions around strategic planning and resource management and similar.

The insight is that ideas for improvement are ongoing. One might think that, after 20+ years of designing and refining something that you would have taken care of all the different possibilities. But no, there are always new ideas and new ways of doing things. And work in the real world has even more of these, if we simply open our eyes and listen with both ears.

So, I share this idea for our existing LDGM customers who can email me and ask for this updated slide (or create your own in the powerpoints). And, I share this thought for those of you who are looking for a Most Excellent experiential team building exercise, one that focuses on collaboration between teams and that works with any size group.

(In this blog post, I get into a number of nuanced delivery ideas.)

You can see a bunch of our user testimonials in this slideshare program

LDGM Testimonial bubble Advantage Bank 100

Let us know if we can help your organization in any way. Our tools are simple to use and highly effective and you will find our pricing to be really reasonable.

Rent The Lost Dutchman's Gold Mine team building game

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

A “Stupidly Simple” Square Wheels Facilitation Toolkit

I just uploaded a new and improved engagement toolkit, wrapped around using my Square Wheels image. I include both the LEGO as well as the line-art versions of the images.

For $25, you get the powerpoints, handouts, instructions and ideas on how to share the image and generate involvement around ideas for improving the workplace. You also get me, since I continue to support the work personally, so you can email me questions or thoughts about how to optimize results using these tools.

an engagement toolkit by square wheels guy Scott Simmerman

You get worksheets and handouts and posters, the tools to both get things started and keep the wheels turning:

the worksheet handout for engagement of ideas

handout for supporting engagement and involvement

These are great tools and simple to use.  They easily link to innovation and creativity initiatives and also work for improving teamwork and communications. Since leadership is also about teambuilding and alignment, you will find this approach to be simply effective,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

Square Wheels® a registered trademark again

We had let our original registration slip, so we went back and re-upped “Square Wheels” and just got the registration to make it all official again. Wheeeeeeeee.

Square Wheels® is registered and protected for “Educational services, namely, providing classes, classroom instruction, seminars, tutoring, mentoring, and workshops in the field of professional organizational development and professional leadership training.”

And, with the shift from our original line-art representations of the idea to the newer LEGO® based ones, it is time to roll forward again.

Square wheels One Line art image and Square Wheels Lego short

We continue to look for ways to incorporate these engaging tools into organizational improvement toolkits. They are easy to use and bombproof in regards to how they can help build better involvement and generate workplace improvement implementation.

You can find some expanded ideas on how they work on this overview blog post. Click on the image to flip over there:

Square Wheels Poster Image Improvement

If you would like to see more about how we package these images into useful toolkits, check out our $20 icebreaker / communications tool:

Square Wheels image Icebreaker icon

And if you want to get the new Facilitator’s Toolkit, with a bunch of expanded tools and delivery frameworks, purchase the old one below and I will update you with the new materials. As an alternative, and for being a careful reader of the blog, you can send me an email and I can send you the beta-version of the materials, asking for your feedback and promising to update when the final one is completed.

You can get the materials into immediate play by purchasing the old version:

Square Wheels image for facilitation and engagement

We’ve been having effective fun with this approach for over 20 years and will guarantee that it will work for you, seamlessly,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

Lost Dutchman Team Building Tips – Delivery Nuances

We’ve been selling and supporting The Search for The Lost Dutchman’s Gold Mine, a powerful teambuilding exercises with anchors to collaboration, leadership and motivation, since 1993. We have owners and users of the LDGM game worldwide, so I thought I would do two things to improve that ownership experience and expand on the issues and opportunities that we support with this exercise:

1 – Continue to publish articles with ideas to improve organizational performance and link to issues of corporate team building opportunities like this blog post.

2 – Go back and add the category, Dutchman Delivery Tips, to the relevant previous posts in this blog to improve the sorting of these particular articles. You can now search that Category for ideas about improving the link of team building simulations like LDGM to your development frameworks.

Most often, people just purchase the Dutchman team building exercise and play it with their group. It is pretty bombproof and users see that it goes really well without understanding the thinking under the design and those little things that make everything pretty congruent.They get a good outcome and they are then satisfied with the way things work and are not looking for different ways to play.

LDGM Testimonial bubble Advantage Bank 100

It is surprising how seldom we get into dialogs and interchanges about other features of the design, however, even though many options are detailed in our Professional Edition of the exercise or appear in different posts of mine. And the reality is that there are any number of different nuances that can be integrated into a program to improve its connection to desired outcomes.

Let me share three different delivery frameworks:

One:  I had forgotten ALL the cards for a program up in Gaffney. SC and had an hour over lunch between the morning Square Wheels and the afternoon Dutchman delivery. Immediate panic. The creative solution to that problem became the Inventory Management Delivery Option, where I gave teams their starting inventory and we simply kept track of consumption on an inventory form (me at the Trading Post and the Supply Expert at each tabletop).

What I discovered with this delivery was that knowing exactly what resources a team had helped me manage the game immensely — I could see which team had what resources precisely and then coach teams to share resources like trading surplus Supplies for Fuel between them. You cannot really do that in the normal way the exercise played…

Two: An old friend and consulting buddy told me the game was TOO collaborative; he worked with real estate people. SO, I designed the Single Turbo version of the Tortilla Flat Video. It does not have the three Turbochargers in the Video but merely the one, thus not allowing research sharing. (It rewards strategic planning and not collaboration. Neatly.)

Three: Someone asked me, “How can we mine even more gold each day?”

That was a really really excellent question, causing me to rethink the overall design… It is awesome that questions become new ideas.

one of the game pieces of the LDGM exerciseWhat I did was to repack The Mine Video to have 16 Cave Cards (instead of 12) and I changed the instructions to tell players that by using a Cave Card, they could mine 11 ounces of gold each day. The extra Caves I include can be shared freely with other teams and each one used would generate an extra ounce of gold. We call this The Assay Office Version, since the Trader can report to another person (at The Assay Office) to track the gold mined over the days (leaving the Provisioner to simply bank the game).

You can purchase this complete tool, with instructions and delivery options, at this location on our website. It is about optimizing overall profitability and it adds another collaboration element to the play and discussion.

You can actually see when the collaboration between the teams starts and you can count the unused Cave Cards and you can add the number of extra ounces produced by the planning — getting the Mine Video. Each unused Cave Card loses $250 in results. Measurement of results adds more impact in your debriefing and linking back to the reality of the workplace!

(And, yeah, I can do all that / any of that by myself when I deliver the exercise for groups of 5 tables or less, although it IS a bit chaotic!)

None of this appears in the LD3, 4 and 6 games but this and more is in the Pro Version (but not mentioned directly in the Rental stuff, simply because it is too nuanced for a single use in a large group… But these kinds of enhancements can be integrated into all the LDGM game deliveries.

We believe that the Lost Dutchman’s teambuilding exercise remains as one of the absolute best simulations in the global marketplace for collaboration and leadership development games. If you are interested in a solid corporate team building simulation, drop me an email,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels Business Toys – an idea

As many readers know, we have been slowly moving the line-art Square Wheels images into the LEGO representations. The latter are more colorful and three-dimensional but not really hands-on, since they are only pictures…

Square_Wheels_Images_by_Scott_Simmerman

But I have still not really added the kinesthetic learning element to this package of tools nor is there anything for desktops. So, when I saw that Quirky was doing a toy-development focus with Mattel to develop some new toy ideas and that LEGO is now the number one toymaker in the world, AND the reality that LEGO does not actually make Square Wheels nor any toys around my theme (and my intellectual property and copyrights and trademarks!), it seemed to make sense that I pop up a business toy idea around the themes. Right?

So, I pushed out some wordiology around the basic idea that we could develop some plastic toys that we could use in training and development around creativity and innovation, things that could be that hands-on kinesthetic learning link for workplace improvement ideas and team building.

If you think that this basic idea makes sense, check out what I popped up into Quirty:   https://www.quirky.com/invent/1648222/action/vote/query/view=trending

It’s just an idea, but it sure seems like it would be a fun thing to have when working to improve workplace communications and engagement, right? And your vote for the idea would be appreciated, for sure.

One result of all this is that you could have some cute reminder “statue” of your own design right on your desk, one that reflected the business improvement and corporate team building ideas and that could be used as a hands-on toy to improve organizational performance. Simple and direct, visual and kinesthetic.

PMC sells some simple to use and inexpensive toolkits for improving communications, and this would simply be another basic part of a memorable toolkit for employee involvement,

Square Wheels Icebreaker is simple to use

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

Engaging Senior Managers in Large Group Teambuilding Events

The Search for The Lost Dutchman’s Gold Mine (LDGM) is a powerful team building simulation that we have been running since 1993. And the initial thoughts on designing the operational side of the game was to make it very simple to deliver, with the idea that the exercise could be run by senior executives.

My goal was to put forward some ideas that can be used with any large group event where involving the senior manager team would be useful for the visibility and for their collaboration. But, I did frame this blog up around my flagship team building game. The ideas should stand on their own, however.

Since we rolled it out, it is great to get the stories about successes in such frameworks, since the impacts of the senior managers leading the play and the debriefing would obviously be much more effective in sending messages than if outside consultants or people in training were running the program. Plus, with the simple design, we could also run very large groups, seamlessly, making the exercise ideal for big group events of 100 or more participants.

A while back, a sole practitioner was asking me how to staff up a large group delivery of the program and how to optimize the debriefing. A perfect question, actually. How better to sell the program than without the added costs of a bunch of facilitators and with the involvement of the senior staff of the organization in the delivery. So, let me elaborate:

First of all, Dutchman is one of the truly great team building exercises that works well with really large groups. My largest session was 600 people, but a software company in India holds the record with 870 people in one room at one time, with a solid debriefing linked to their specific issues and opportunities.

The large group play of Lost Dutchman's teambuilding exercise

Generating real organizational change or aligning people to the new company strategy is always an issue – how does one generate real involvement and alignment and ownership among the senior management team and then among all of the key performers? I think that active involvement and engagement and understanding along with clear discussions about past and future choices for changes and behaviors is what generates impact and value.

Delivering a large group event using the exercise actually represents a unique and unparalleled opportunity to really accomplish some executive team building. Here’s why:

  • Senior managers like to respond to challenges, and what better challenge than having them learn to facilitate a program that generates alignment of their own people toward the organization’s goals and objectives.
  • Senior managers will often talk team, but they operate their own groups in a way to isolate them from real inter-organizational collaboration. We hear the term “silo” enough to know that it represents real organizational reality. So putting them into a situation where their teamwork together is required for effectiveness makes it easier to get these behaviors down the road. Working as a team generates teamwork, especially when there is followup and discussion about the impacts.
  • Instead of some unknown people running around during a facilitated event, why not have these managers walking the talk and supporting teamwork and sharing resources and behaving congruently?

In the Dutchman exercise, the expressed goal is, “To mine as much gold as we can and to generate an optimal Return on Investment.”

We get the managers aligned and congruent with the above as part of the game and as part of the debriefing on what changes need to be made to impact and optimize organizational results.

Dutchman was designed to be easy to facilitate — As part of my initial thinking about how it should play, I did not want my company to need a staff of people to do licensing or certification nor did I want to make the exercise too hard for players to understand. I also wanted non-training people (managers) to be able to deliver the game — we have had many line managers run the exercise over the years with great success. (You can see 30+ testimonials by clicking on the image below.)

A testimonial on The Search for The Lost Dutchman's Gold MineDutchman has had 20+ years of polishing to make it into a very straightforward team building program where there are few hidden tricks. It allows for the complete congruence of all of the facilitating staff to support the players in solving the planning and execution challenges we present.

The banking of the game and the tracking of team behaviors was also designed to be really simple and clearly understood in the debriefing. There are no “mechanical” issues or illogical demands and it is easy to learn how to operate the game. The goal was to enable a facilitator to pay more attention to the observed behaviors rather than needing to become some expert on game mechanics and unnecessary complexities.

When I first started my deliveries, I would assemble some people and pay them for a few hours of their time to help me deliver large games (50 people or more). Smaller games, I can operate by myself.

As I was asked to deliver even larger events, I would generally get internal people together for an hour or so to teach them the mechanics — these were often the training or HR staff who were supporting the event. But I eventually discovered that involving the senior managers in the delivery gave me the biggest impacts.

Now, for a large session of 200 or more, I first deliver a real team building event for the most senior managers, running them through the actual exercise with a short debriefing of results and impacts. With a half day designated for such training, we debriefed a bit on the goals that were set for the big event and talked about the mechanics of banking and supporting the exercise on the floor. We would involve them in the full debriefing during the large event.

If I could get them to commit to a full day of training and collaboration, I could also get their ideas and agreement on alignment and shared goals for the organization, link that to the desired debriefing of the results of their large group team building event, and then put them into an active role for that delivery. Some could be “bankers” and some could help as coaches on the floor answering questions and providing direct team support. But their active ownership of the overall design was a very strong positive impact,

THIS became my most effective overall design focus for large groups:

  • Get the senior managers in a collaborative and aligned mode of operation and give them an active role in the exercise = ownership
  • Have a collaborating team of senior managers supporting their people in the large group event and in the debriefing, improving actual organizational alignment and directly / actively supporting inter-team collaboration

Dr. Scott Simmerman facilitating team building gameThis design gives me the ability to put my executive coaching hat on, debriefing them with the goal of improving the senior leadership teamwork with real purpose. It also enables me to run really large groups with only ME being required for delivery.

You can imagine how that positively impacts my profitability, decreases client costs and minimizes any staffing issues. We also have plenty of management help for running the game itself, an involved and committed leadership group aligned to a shared goal and purpose.

I can also charge the client a LOT less than my competitors because we are not charging for extra staff and travel expenses and all that. AND my delivery staff has that vested interest in making the event optimally successful.

Imagine the staffing needs to run a typical experiential exercise for 300 people versus the ability to deliver a senior manager team building session plus the large teambuilding event with only my active involvement and participation. Simplicity and effectiveness!

We generate a much higher likelihood of behavioral change and implementation of organizational improvement after the event, since the managers have a really powerful hands on collaborative experience in working with each other to maximize the results of the event itself.

The debriefing of that senior manager session focusing on discussing the kinds of behaviors these senior managers would like to see from the people at the large event helps tie things together. The focus on the shared missions and visions and the generation of alignment to goals, objectives and expectations becomes quite clear.

Having these real Senior Managers in this game delivery role is a great leadership learning lesson on how to implement change and support high performance. One cannot simply TALK about what leaders and players should be doing; they have to behave consistently and congruently to actually generate results.

And behaviors of the teams playing the game directly parallel what we see in organizations. While a few of the tabletop teams will have precisely what they need to perform at a maximum level, those same teams will often choose NOT to collaborate, to thus “win” the game at the cost of negatively impacting overall organizational results. This is one of the great debriefing points — that collaboration is a desired overall organizational outcome!

I hope that this framework has been informative and helpful.

We sell the Dutchman game directly to end users looking for a high-impact, low cost training tool. We deliver the game to companies wanting outside facilitation. And, we rent the game for one-time use.

Rent The Lost Dutchman's Gold Mine team building game

Have some FUN out there!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Team Building and Engagement Workshop at IAPPD-MENA in Amman in May, 2015

I am excited to have the chance to present in a new venue, Amman, Jordan at the International Association for People and Performance Development. The goals of the organization align closely with what I have been working on since 1978. The organization was actually started by my old friend and colleague, Geoff Cook, who was unfortunately killed in a car accident last year but who had invited me to be on the Board of Governors. So, I am really pleased to get my association with the association rolling along.

On May 4, I will be presenting a session using my Square Wheels development tools in the morning, running it as both a workshop and a train-the-trainer program (and giving participants a toolkit) and then delivering my team building game, The Search for the Lost Dutchman’s Gold Mine, as the closing part of the day and an attempt to pull things all together.

Scott Simmerman presents at the International Association for People and Performance Development conference

There will be three presenters, each of us having one day. Paul will focus on leadership, I focus on teamwork and engagement, and Raed focuses on managing and leading change. It should be great!

You can see a short video of my overview by clicking on this text or the link below:

Scott_Simmerman_IAPPD_2015_MENA_Conference_Square_Wheels_and_Lost_Dutchman_Overview_-_YouTube

If you are looking for an adventure in learning, join us in Amman, Jordan in early May,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

 

Square Wheels will roll in Amman, Jordan

The International Association for People and Performance Development (IAPPD) is a fast-growing network of performance improvement specialists. I had the distinct pleasure to be invited to present at their MENA Conference (Middle East Northern Africa) and to have the chance to improve my perspective on how things work in the world.

IAPPD Logo 100

I framed up most of my program, which will include a morning program using our new Square Wheels LEGO tools for improving communications with a focus on ownership and engagement. I am going to model some different facilitation approaches to involving and engaging people for workplace improvement and the identification of issues and opportunities for change.

Watch a 50 second video here and click on the poster image below to go to the conference registration site:

Scott_Simmerman_IAPPD_2015_MENA_Conference_Square_Wheels_and_Lost_Dutchman

IAPPD SWs LDGM marketing graphic

My afternoon session will build on teamwork, alignment and collaboration as we use our team building exercise, The Search for The Lost Dutchman’s Gold Mine, as a tool for organizational improvement. You can click on the link above and see a short video about the exercise.

We’re expecting a large turnout and also inviting people to bring teams from their organizations to make the day into a real organizational development workshop. I’ll be embedding the train-the-trainer into the Square Wheels and also be available to do any instructional training for people interested in buying and running the Dutchman program themselves.

Jordan will be my 41st country to visit and I am looking forward to the trip and the workshops,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

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Implementing Improvement – Ideas on Brainstorming

“Nobody ever washes a rental car!”

That is my anchor point for doing anything that involves organizational change and improvement. If one is to expect anything to happen, we must insure that there is buy-in and participation and engagement. But how do we actually generate a sense of ownership? Surely, it will not come when we tell people what to do — that only generates resistance (or compliance). It does not involve and engage them in any meaningful way even if they understand the reasons why those changes are being made.

One often hears that we need to “empower” the participants to actually go out and do something. Well, I strongly disagree with that possibly happening – how does one ever empower anyone to actually DO anything if they simply do not want to do it? Coercive measures are not an acceptable alternative in most situations.

(Note: We can generate behavior change by altering the mechanism by which people get feedback on their performance. That is a much better option than working with any kind of extrinsic reward system. Read more about that here and here.)

At the same time, many factors lead me to believe that there are a variety of opportunities for workplace improvement among individuals and among small groups, simply for the asking. There is a strong general motivation to make improvements if people feel the gap between what happens now and what could or should be happening. Cognitive Dissonance is but one framework that supports this framework of generating intrinsic motivation for improvement.

(You can also see a great animation of the concept of DRIVE, as framed by Dan Pink – https://www.youtube.com/watch?v=u6XAPnuFjJc )

But in the workplace in general, and especially in today’s risk-averse and “job enhanced” environments, the real key to rolling forward is not something like feedback or empowerment; I think Dis-Un-Empowerment is what needs to be addressed. We can involve and engage people and help them to identify issues and deal with the implementation of processes that help them manage roadblocks.

Generally, all of us make choices all through each day as to what we will do or not do. We will often choose NOT to do something because we perceive difficulties or perceived roadblocks (example: “He won’t support that idea because he did not support the last idea I had…”).

Most people can think of LOTS of things that would get in the way of implementing some idea or ideas for improvement (“It might be against policy.” “There probably won’t be any support / resources for that.”)

One key role of training (and management and coaching) is to act to REMOVE the perceived or potential roadblocks that are un-empowering to people acting individually or in groups. That can be accomplished by getting pre-ordained support from managers not in the workshop, having managers come into the training session to hear the ideas and manage the roadblocks (and have THEIR roadblocks managed – we know from lots of contacts that many managers and supervisors are more roadblocked than their people!) and for the trainer to have a very good background understanding of what can be done and how it can be accomplished.

One of the things we miss today are trainers with the extensive background in how to implement and then measure the effectiveness of the training in workplace improvement initiatives. There are many factors operating there including pressures of time and cost, which is one of the reasons that outside consultants can often get things accomplished when inside support people  cannot — they also have the power of money and top management support behind them. But that is just a limitation and not a roadblock for the internal consultants.

Knowing how the most successful PAST improvements were  implemented will give good insight into how the next FUTURE improvement might be implemented. There are cultural keys that offer perspective on these kinds of things.

So, how do we get the best results from brainstorming ideas?

Creating a gap between how things are now (Square Wheels thumping and bumping along) and how things could be operating (Round Wheels already exist) is a motivational force. And defining an implementation strategy for making small and continuous changes and improvements clarifies responsibilities often making change and improvement very doable.


But the real key is generating a feeling of ownership involvement. Too many people “rent” their time to an organization and go through the motions of maintaining their employment, rather than buying in to improve workplace improvement. The statistics on engagement and on “ready to leave for a new job elsewhere” are pretty discouraging when viewed from a position of leadership…

Yet most people do want to make a positive impact on the work they do and the workplace around them. They WANT things to be better, if we will let them do so. But they feel little ownership. According to a November 2011 analysis of its database of 5,700 employers representing 5 million employees, human resources consulting firm Aon Hewitt reported that engagement levels indicate the workforce is by and large indifferent to organizational success or failure.

That should concern all of us interested in productivity and performance.

You can read more about Dis-Un-Engagement by searching the blog. Another article is here. And here is an article on ownership.

What we CAN do is a better job of asking for ideas and generating possibilities for improvement from employees’ ideas. If they feel that they have a part in the issues and involvement in designing solutions, their involvement level will increase. Here are some suggestions and alternatives to simply doing what we do and generating the same results:

1 – Discuss the roadblocks that they feel are getting in the way of improving their performance. (You can find a number of articles of mine around different approaches here.)

2 – Ask them how to improve profitability. It is common that many people do not really consider costs and impacts on a daily basis and asking them to look at these issues might generate some good discussions about the purpose of their efforts in the overall organization.

3 – Discuss the impacts of other organizations on their ability to get things done. While this often tends toward the negative issues, there will also be some positive ones if you probe for them. Best practices of certain individuals in other departments will be seen and can be reinforced. Focusing on what is positive can help you build a better working relationship with other managers, for example, while you also look to address improvement issues.

4 – Get them to “Step Back” and look at their operations as if they were brand new employees and have them comment about what is not clear and what best practices might exist. Or, you can set this up as an accomplishment and chain backwards for things that were improved: “It is 2020 and our department was judged Best in the Business! What did we do that got us that recognition?” This approach tends to minimize roadblocks in their perceptions, since results were fait accompli.

Understand that it is impossible for a manager to have all the answers or to know all the issues. The workplace is really complicated and all sorts of things change on a regular basis. Plus, some people will construct better ways of doing things — Best Practices — that can be identified and shared throughout your workplace. Improvements can be generated by peer support for change.

And think about this:

Dr. Seuss Square Wheels Lego poem image by Scott Simmerman

 

If you are looking for simple and effective tools to generate involvement and engagement, click on the icon below:

link to the square wheels icebreaker toolkit

For the FUN of It!

Scott DebriefDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

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