Organizations hold off-site meetings to generate more alignment, introduce a new strategy initiative, build increased collaboration and related goals. The Big Idea is that the expenditures for these meetings will generate a return on that investment. I will loosely define one overall goal as “team building” and I will suggest some ideas and frameworks that will actually accomplish some of that.
These events and meetings should involve and engage participants and generate a better sense of ownership and involvement about what they might choose to do differently: “more better faster cheaper.” But inspiration alone won’t cut it and lectures and presentations will sometimes distract people from their emails. People will often drift off from a presentation and knowledge does not always translate into behavior change. Just explaining things will only have a modest impact on results or generate any change in behavior, as you have probably witnessed.
Human beings are paradoxical creatures.
What I know does not directly translate into what I do.
We judge ourselves by our intentions.
We judge others by their behavior.
And we are known to have that common behavior of overestimating our own performance when good measurements are not good. This cognitive bias for over-estimating even has a term: “illusory superiority.”
- In one study, 84% of the students predicted they would cooperate with their partner, but only 61% actually did. The irony is that their prediction of other student’s behavior was close to actual.
- people with a below-average IQ tend to overestimate their IQ
- In a survey of faculty at the University of Nebraska, 68% rated themselves in the top 25% for teaching ability.
- In a similar survey, 87% of MBA students at Stanford University rated their academic performance as above the median.
- For driving skill, 93% of the US drivers put themselves in the top 50% of all vehicle operators.
We will not delve into all the reasons for this; the information is nicely covered in a Wikipedia article. Here, let’s focus on practicalities when it comes to costs and impacts and generating commitment and change.
Here are some ideas and possible solutions that represent my personal biases along with 30 years of experience in these kinds of settings:
Have really solid goals and expectations for what you want to see done differently. Communicating ideas and data might give someone the chance to be seen, but it is a pretty costly way to move that information. Think about the past and what worked well insofar as meeting goals and actual outcomes – what kinds of things helped attendees do something differently after the meeting to solve problems or improve results.
1 – Communicate before the meeting with the facts, information and relevant data that people will need to do things differently. Give them the tools and pre-thinking review time to allow the data to link with any new information or stimulate new ideas. Most people think better with time for processing and consideration and new ideas generally link to old information.
2 – Put the right people in the seats. Maybe you do need everyone to attend, but maybe you don’t. If your meeting is a celebration junket, that is different than if it is a key meeting to drive out a new strategic plan. The people who are there should be the people who need to be there! Everyone else is either costly or distracting or both.
3 – Let their feets get them off their seats. Do things that get them moving around and interacting in some kind of focused way. Breaks can be useful, but people are often off doing their own things with phone calls and emails instead of talking with each other about shared issues and desired changes. While some would suggest prohibiting cellphone use during the meetings, I think we should try to treat attendees as something other than third-grade students and allow them responsible use — you never know when they might have some real business emergency with a real business impact and you DO want them in the room and not out in the hallway expecting some call. Phones do have a vibrate setting!
4 – Design facilitated engagement and involvement. Don’t just do things TO people but insure that your sessions involve and engage them. Do things WITH attendees if you can. Solicit their ideas and their input. Challenge them to help solve business problems instead of presenting them with solutions, if you can.
Nobody ever washes a rental car
Be sure to do things to share ownership. People are more likely to take risks and challenges if they are invested in the situations.
5 – Allow people to work in teams but also collect their notes and thoughts. You can use worksheets or easel-pad brainstorming and mindmaps and similar tools. You can use dot-voting and other consensus-building activities. You can use twitter and other interactive media or collaboration software, if the group is comfortable with that approach. (You might encourage all of them to bring their laptops / notepads or smartphones to certain interactive work sessions.)
Leadership and presenters should be asking questions and generating perspective and sharing missions and visions more than they should be standing there “yelling and telling,” no matter how charismatic they are. Like John Le Carre wrote,
A desk is a dangerous place
from which to view the world
The more hands-on, broadly experiential the base of information, the more ownership involvement and real-world information you can generate, the better the impacts.
6 – Structure followup on the ideas that are generated and push people to do things differently. There are any number of ways to generate commitment and your current organizational culture and experience should offer you ideas about what kinds of things work (and what kinds of things do not). You might have each person post one good idea into email or on a specifically designed note card collected by the senior manager. You might organize natural teams to collect and look to help implement good ideas. Department heads might be tasked with generating 5 good ideas for change and improvement, along with action plans and a project management template of some kind.
But DO something. Make some things happen and attribute those positive results to the leadership and through the organization as experiences have shown to be successful. Too many meetings just end; they do not generate efforts at improvements, much less impact results.
If you are just meeting to meet, with no other expected changes, then consider communicating through podcasts or other techniques and save a whole big bunch of money in travel expenses, time and salaries. Your meeting should generate actions that impact results.
The reason I write this post is that I have seen some events that really fail to generate what they could, simply because of the “powerpoint presentation culture” that exists in so many organizations. Similarly, I hear about programs that do the simply “fun team building” kinds of things, the electronic spin-the-wheel “Wheel of Fortune” games or the Jeopardy or treasure hunt activities, none of which will generate much real teamwork or real problem-solving or behavior change.
Since 1993, we have been developing and supporting an actual business simulation exercise with real impacts on teamwork and planning and which structures debriefings focused on shared missions and visions, expectations and teamwork. A differentiating feature is the anchor point to inter-team collaboration, rather than the more common competition between teams. For so many organizations, “Interdepartmental Collaboration” is an oxymoron rather than an implementation strategy. Generating real collaboration is of very high value to most businesses.
We offer a most excellent team building exercise that you can purchase for repeated use or rent for a one-time event.
There are literally dozens of articles about the exercise here on the blog. Directly connect with me if this might be of any interest to your organization. I will try to share my thoughts and ideas about features and benefits of this exercise. It is straightforward in its delivery and not difficult to facilitate and link to a variety of desired outcomes. My coaching and design collaboration are free.
For the FUN of It!
Dr. 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.
Square Wheels are a trademark of Performance Management Company