Performance Management Company Blog

Ideas on People and Performance, Team Building, Motivation and Innovation

Category: motivational team building exercises (Page 1 of 3)

Trust in the Sand

My colleagues in Romania just sent me an email about one of their blog posts on leadership that had this image within it:

Trust is the residue of promises fulfilled

I thought it was pretty neat, and it reminded me of my friend and colleague Frank Navran’s quote that:

“Trust is the residue of promises fulfilled”

and how easy it is to simply wipe it away with some foolish behavior…

All it takes is a gust of wind to change things and we need to be reminded that trust is something we need to maintain, not just do once in a while.

Now Vio’s blog is written in Romanian, and even with translation services, I am not going to spend much time going through his key comments around the elements of trust; I simply reacted to his email and sent him the following:

“Trust is not just about writing in the sand. It is also about having perspective, moving about to see what is really happening around you and being willing to move about to potentially see things from other positions rather than from where you are standing. It is also about involving people with shared goals and acting collectively. I think it can also look like this:”

Footprints in the Sand and perspective on surroundings, by scott simmerman

We should also be reminded and mindful about the diversity of people within our organizations and about the reality that all of us know more than any of us when it comes to generating ideas and engagement for improving workplace performance.

Here at Performance Management Company, we sell simple tools for impacting teamwork (Vio at HumanInvest has our Lost Dutchman game in English and Romanian) as well as impacting innovation and motivation. We suggest that leaders work to actively involve their people in generating ideas for improvement and facilitating creative problem solving as well as generating alignment and collaboration.

We also have a simple online facilitation skills training course and toolkit (really cheap and highly effective!) at The Square Wheels Project.

Square Wheels - How organizations really work Metaphor organizational improvement

For the FUN of It!

Scott Simmerman 2016Dr. 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.

One of the best teambuilding exercises in the world, as rated by his users, is The Search for The Lost Dutchman’s Gold Mine, which focuses on leadership, collaboration, alignment and focuses on implementing the collective performance optimization ideas.

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

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

Intrinsic Motivation – It comes from having a goal

My friend Jimmy Jain posted up a picture of himself after running a race.

The images of him below should tell you all you need to know about motivation, if you spend a moment to consider individual performance and how things really work. You cannot get this satisfaction from some extrinsic reward system; it is all about Intrinsic Motivation!

Jimmy First Medal 2017In high school, I ran one year of cross-country on a team that included Leon Nocito and Lee Mallory. That was in 1965 and I did it to get in condition for playing tennis (Jay Einstein and I were a really good doubles team who could beat our number 1 and 2 singles players even though we sucked at singles, ourselves. We took great pride in our play and were 7-0 through the first matches of our senior year (1966) ).

We were cross country State Champions for the big New Jersey schools and I could run only 15th on the team, but there was constant improvement in my times over the season, with me finally reaching 15:15 for 2.5 miles on grass (Seriously. I have this stuff written down in my yearbook! I had motivation but not much talent for running! Not like those guys…)

In the picture above, you can see Jimmy is obviously taking great pride in his running success and he is most likely comparing his personal performance to his individual goals. I am also guessing that both Leon and Lee would run far faster! But that is NOT what motivation is really about. It is about self and team and you can see the peer support Jimmy has if you look at the others in the side pics!

Vineland High School state championship cross country team of 1966

Leon top left and Lee top right and the rest of the team.

Leon, undefeated for two seasons, almost always ran a course record each race. Lee, always finished second to Leon, ever race, with Lee also generally beating the course record each race. Leon would never let Lee beat him and Lee always pushed Leon to new records and they finished 1-2 in the State Championship. One time, Leon was really sick and he STILL would not let Lee beat him — he nearly died, but that was simply how things were.

Our Track & Field team was unbeaten in ’63, lost one dual meet in ’64 & was unbeaten in ’65 and ’66. Coach Cosh had records like 125 wins in a row in track as well as the cross-country successes. We beat everybody. Unbelievable!

And these kinds of motivations and accomplishments are really found in everyday kinds of things, from the Special Olympics kids running their races to the bicycle club events with groups of people all doing the best they can to the professional athletes who do it for money (but also for pride). When that pride of accomplishment disappears, so does the motivation to perform.

So how are you running YOUR organization? How important are those intrinsic rewards based on personal goals, measured improvements, and peer support for teamwork and accomplishments? Are your people supporting each other or competing to beat the others? Is it a team-based effort to improve group performance or one of competition, sabotage and under-cutting to allow one person to “win” and create failures if they don’t.

Coach Cosh knew how to get whole groups of kids working together to generate championship levels of performance. He knew how to get Leon and Lee and Don and John all running as hard as they could individually to generate that TEAM success. Can you do the same to generate peer support, or do you try to motivate people with extrinsic rewards that are ineffective for the bottom 50% of your organization?

If you want some insights into how this all plays out, ask me about The Search for The Lost Dutchman’s Gold Mine exercise, where the goal is to mine as much gold as WE can but where tabletops will often compete rather than collaborate. It is one of the top leadership and organizational developmental team building games in the world, based on extensive user-feedback.

Ask Jimmy — he is one of our long-time Lost Dutchman customers and he says he feels the same way after successfully delivering a client workshop! Or, click on the image below to go to a descriptive page on my website.

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.

   www.PerformanceManagementCompany.com

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

Learn more about Scott at his LinkedIn site.

 

 

 

Spring Forward Monday™ is March 13, 2017 – A Square Wheels® Solution

Okay, March 13 is a Monday. But it is also the Monday after Sunday morning’s loss of an hour’s sleep as we set the clocks ahead each Spring. AND, it will be one of the low productivity workdays, since you know people will be dragging. (How many do you think will go to bed an hour earlier on Saturday night? Plus, there are lots of statistics on the measured impacts!)

Spring Forward Monday should be engaging and motivatingSo, with most people dragging, and this to be a known problem, why not choose to do something differently? Why not recharge their batteries and increase involvement (known to be low in general) and motivation (generally low) and teamwork (sometimes very spotty) by having a meeting focused on their issues and their ideas for improvement?

Choose to be a Draggin’ Slayer. Seize The Day! Choose to focus on rebuilding some energy and gaining ideas for improvement.

Spring Forward Minday illustration on involvement by Scott SimmermanYou can probably expect some low energy from your people. But our experiences show that this will be short-lived as people get involved with the Square Wheels® metaphor as a vehicle to discuss issues and problems — and there are lots of Square Wheels out there! Simply talking about perceived Square Wheels will generate many Round Wheel solutions to make things roll more better faster.

Square Wheels is a metaphor to use on Spring Forward MondayPeople want to make improvements and people will work on teams to look at the ideas for improvement and offer ideas for implementation. It is just that they need the collective thinking of the group to really understand the issues more clearly and to better define some solutions.

Spring Forward Monday - A Square Wheels / Round Wheel opportunity for engagementAnd it is a fact that people are pretty good problem solvers, when they know that something IS a problem and they have perspective and resources and support. They can find solutions and if the solutions are their idea, they will be more motivated to implement those ideas. It is an issue of ownership and active involvement; you really cannot push them to make improvements you think are needed, since they resist your changes…

Nobody ever washes a rental car.

Square Wheels are designed by Scott Simmerman and are a tool for innovationSo, it is about choice. Your choice to simply continue to do things the same way or to involve and engage your people to look at things from different perspectives and define some issues and refine some ideas for workplace improvement. This kind of session can be held at the front-line worker level or even among the top management team, although workplace realities would suggest that the people pushing the wagon know a lot more about the realities and problems than the wagon pullers.

Most organizations do have the tendency to work like this and we will note that our experience proves that the Round Wheels are already in the wagon — those good ideas already exist. It is simply a matter of identification of the better ideas once the bad ones are recognized for what they are.

The reality is that the Square Wheels® actually DO work, they just do not work smoothly…

Square Wheels One is a metaphor for performance improvement by Scott Simmerman

Square Wheels® One is our main illustration about how things really work.

So, with that perception about how things really work, you can use your imagination to guess at what might be done differently. You can choose to be a Draggin’ Slayer on Spring Forward Monday™ or continue to let things thump and bump. You can choose to improve involvement and engagement by involving and engaging your people in a new vision of how things can roll to the goal.

People WANT to be involved. Even the ones that say they don’t will get involved and engaged, since they so-often complain about how things are working and this is the perfect venue for them to contribute! So choose to involve everyone. Let people make some better choices and own the process of implementing workplace improvement.

Square Wheels engagement on Spring Forward Monday by Performance Management CompanyIf we have gotten you interested, here are some simple resources. One is a 2-minute video overview of the whole idea.

Spring Forward Monday Video Overview of Square Wheels

You can also purchase a complete $25 toolkit to support your effort with our metaphors and materials. The package contains:

  • The Square Wheels One image
  • A Leader’s Guide for facilitating the session
  • Participant Worksheets/Handouts
  • A collection of Square Wheels Posters that can be used as anchors to the insights gained as the group rolls down the road.

Spring Forward Monday Square Wheels Toolkit for involvement and motivation

And, you can access The Square Wheels Project to complete a 30-minute optional course on facilitating workplace improvement through facilitation. It is a general course, but focused on our metaphors and worksheets. And it costs only $10 as we gain traction for our approach to organizational performance improvement and motivation of workplaces.

The Square Wheels Project is about facilitating engagment and improvement

We are working hard to make this simple tool available directly to supervisors and managers who need simple and effective tools for motivating their people. Doing this on Spring Forward Monday™ would be a nice touch, but doing one of these sessions any time would be impactful.

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.

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

Learn more about Scott at his LinkedIn site.

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

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12 Great Strategic Board Games – by Joe Cole (with Scott Simmerman)

Entertainment is as important as work because it keeps your life balanced and in this manner you are able to work in a more effective way. In this modern technological world where we can find everything on our mobile screens – ranging from video games to social media services – sometimes we want to escape from the glittering mobile screens and demand something that is truly different. Most of us cannot even imagine that entertainment also exists outside our mobiles even if we want to play games, and these games are called board games. Board games are interesting and people still play these games because when you play board games, you take some time off from your mobile screens.

Guest blogger Joe Cole and I have collaborated to talk about our collection of what we think are 12 of the best strategic board games for business performance improvement.

Collaboration Journey game icon for teambuilding and Square Wheels

Collaboration Journey – a Square Wheels game

CJ comes in two versions, a simple and a complex one. In Simple CJ (CJ1), tabletops of 3 to 4 people plan a journey forward to collaborate and move through a series of constraints. While there can be a winner, the game is about getting ALL of the teams to move forward efficiently and effectively. Teams use dice to replace their Square Wheels with round ones so their wagons can roll faster. In Complex CJ (CJ2) teams must move their Wagon Pushers on and off wagons in order to gain round wheels in a fairly complex series of events. It is designed to take about 90 minutes to play and debrief.

Innovate & Implement – a Square Wheels Game

Innovate & Implement teambuilding game using Square Wheels

In I&I, teams speed around the game board gaining access to problems and using their resources to solve them. The idea is to collect all four round wheels so that they can implement change in their organizations. Training is an option, and the Trainer and the Manager chase teams around hoping to get them into the training class, while players tend to try to avoid that (just like they do in the workplace!). It is designed to take about 90 minutes to play and debrief. A speedy replay can also be used to demonstrate the effectiveness of practice and learning on quality of performance.

7 Wonders

It is a very interesting and strategic game which is also very easy to play. The game won’t take more than 30 minutes to complete one round, in case you are a busy person. The overall theme and gameplay are very simple, but you will have to learn the rules of the game first which are bit difficult and confusing, but as you play on, the rules become more and more obvious.

Coyote

It is a bluffing game and is very simple. 6 people can play the game at the same time, and one round won’t take longer than ten minutes. The game is based on numbers; each person carries a number on its head, and the only number he can’t see is his own. The game is not as linear as it seems because there are other puzzling cards like negatives, multipliers, and zeroes etc.

Battlestar Galactica

Battlestar Galactica is a very difficult and complex game when compared with the other board games, but its difficulty also makes it very interesting. If you have watched the TV series, then there won’t be any difficulty in playing it because the game truly captures the essence of the TV series. The real charm of the game is that it is a cooperative game, and in the game, two or more people aren’t on your side and you don’t know about it until they reveal themselves.

Balderdash

If you have played the game Dixit, then you will know the rules of Balderdash instantly because both games have almost the same rules. The main theme of the game is that one person reads a word from any card aloud, and all the other members are asked to write the mock definitions of the word. The person who has announced the word then reads all the mock definitions aloud including the original one.

Smallworld

This game is all about tactics, if you play tactically you win; the game is as simple as that. All you have to do is get more and more gold on the board by controlling different areas which are mentioned on the board. You can only take different areas under your control only if you have greater army than your opponent. Special abilities, as well as different pairings, also make the game really interesting.

Dominion

It is a very simple and straight game and lacks any complexity whatsoever. Two main things in the game are coins and kingdom cards. You start playing the game if you have both these things. The main theme of the game is to get as many kingdoms as possible.

Agricola

It is a very interesting game with agricultural touch. The main theme of the game is that you own a house and some land as well. You will have to grow different things on the land you possess in order to feed your growing family. What matters most in the game is planning; if you don’t plan properly, your opponent will snatch all your resources.

Atlantis

It is a strategy game which 2-4 players can play at the same time. The main theme of the game is that you have to get off the sinking island of Atlantis. The game is highly imaginative and you can place the card patterns in what way you like.

The Golden City

It is a game for 3 or four players and features many adventures. When you start the game, you play as a settler on an island at the center of which there is a golden city. The primary goal of the game is to get the golden city by establishing a trade. This game can be purchased from Groupon, use Groupon coupon at checkout to save.

Set

The rules of the game are very simple, yet the game is very puzzling. The game is all about pattern recognition and you will have to find different patterns.

 

a team building simulation exercose

Lastly, let me add a short note about our flagship team building exercise, The Search for The Lost Dutchman’s Gold Mine. You can find plenty of blog posts about it and we note that it is recognized as one of the best teambuilding simulations in the world, based on user comments. Dutchman focuses on collaboration, leadership and alignment and can play with hundreds of people in tabletops of 5-6,

This guest post is written by Joe Cole, he works at Coupon Goo.

Some additional comments were added by me,

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.

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

Learn more about Scott at his LinkedIn site.

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

 

Teambuilding and Schools – Issues of Design, Alignment and Collaboration

One of my newer customers just asked me to send him, “the debriefing that works with schools,” since my writings in the support materials for our team building exercise, The Search for The Lost Dutchman’s Gold Mine, has been used very successfully in that context over the years.

But, THE debriefing does not exist in my materials in any real sense, nor is it in my head. Let me explain…

I have personally delivered programs to colleges as well as organizations like the Singapore Ministry of Education (a purchaser of the exercise), the Hong Kong Education Ministry, and with senior teaching faculty in Trinidad and Tobago (man, that was a fun trip!). We have a bunch of colleges using this with students, too. And, we have run the exercise for a number of public schools (faculty, staff and parents) with excellent outcomes, commitments for change, and impacts on alignment and teamwork. I also formally suggest that any owner of the game consider using this program with schools in their area, pro bono.

Our schools need all the help they can get to develop a collaborative, motivated staff with parental support.

But all we can do with the exercise is set the stage for people to change their own behavior or support the behavior of others on their team. And this obviously works best when the discussions in the debriefing tie in tightly to the desired overall behaviors and outcomes.

So, there is no canned “debriefing for schools,” even though they are all pretty similar to each other and to business organizations. (Apparently, I did say that there was such a powerpoint file in some of my writings, but I looked and found that it was last updated in 2006!) But, these days, I do NOT boilerplate any of my debriefings, preferring to use a process like this for their development from my master file of debriefing questions and images:

I follow and anchor to their overall framework for their specific desired outcomes:

  • What do the leadership of the organization want to accomplish from this session? What changes would they like to see, and what behaviors might be different?
  • What existing frameworks should be anchored to? What things have been done successfully in the past that are viewed as positive? What other training or discussions have they had around these issues that we need to use within our followup?

And from that thinking and related discussions with the leadership of the school (including, if possible, both parents and administration and teachers), we can build an effective program. The goal is to generate change and improvement.

One session I did (from that 2006 powerpoint series) had me construct slides focused on a leadership model that the school’s District leadership were using and talking about. It started with these keys to success:

ideas around The Search for the Lost Dutchman's Gold Mine teambuilding

…and it had these individual components involved:

ideas around The Search for The Lost Dutchman's Gold Mine teambuilding

So we had the tabletops discuss these kinds of frameworks for implementing, with tables sharing their key discussion ideas and the group forming up into some implementation teams for scheduled followup meetings with the school leadership. We tried to keep things within the normal scheme of how they operated, instead of adding some additional mechanisms that would probably fail to be sustainable over time.

ideas around The Search for the Lost Dutchman's Gold Mine teambuilding

As you would do for the development of any solid debriefing for an organization, you would first want to clearly define those issues that you needed tabletops to talk about, those issues that could be resolved if people made different choices. In so many organizations, and especially our schools, the factions of teachers, administration and parents are generally not on the same page; each has different interests when you get into specific desired outcomes. Only through alignment to some shared vision of the future can you pull things together.

To expect collaboration in an environment with different groups of people each desiring different outcomes is simply silly and bordering on malfeasance. What you will see is competition for perceived (and actual) scarce resources, which will not invite teamwork or organizational excellence. What you need to do is have people make different choices focused on shared goals.

In business, you tend to have financial and service goals driving behavior. Those are often clearly defined and it is only the operational goals between departments that generate competition and sub-optimization. In schools, the measurements tend NOT to be nearly as clear, even though there is so much measurement and testing going on. The measures do not generate collaboration about the factions and are used more like hammers than glue. Collaboration among the teachers is more the exception than a shared organizational reality.

This teambuilding simulation is simply a great tool to generate a lot of behavior that can then be discussed in connection to the desired outcomes of the school and the players. It provides a useful context to talk about the optimizing effects of collaboration versus the often sub-optimizing and debilitating impacts of competition. Our world tends to set people against each other to see who succeeds, a behavior that makes less and less sense when the sharing of best practices and the mutual peer support can be so motivational and impactful.

We need to create more of a focus on a learning organization, one that openly shares ideas and discusses possibilities.

If you are interested in talking more about these ideas, give me a call,

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.

 
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.

Square Wheels® is a registered trademark of
Performance Management Company

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.

Engagement – The Day AFTER National Employee Appreciation Day

I popped up a short post on doing a Day of Un-Appreciation every year, with the idea that doing a day of appreciation is only one day of many and that it should certainly be more common. People are not being involved or engaged or motivated well in their workplaces, and managements are apparently choosing not to do things differently (or things would improve!).

poster of making every day a day of appreciating employees

This morning, I framed up another idea:

Celebrate the day after the day of employee appreciation

What if we simply doubled the days that we thought about appreciating employees, you know, those people that actually do the actual work of organizations and not the management of those people… (grin)

There is simply so much more that so many more could do to help the process of generating better workplace engagement.

As an addendum, let me share a graph from the Gallup organization that showed a recent high bump in engagement in the US, something that some people are apparently celebrating.

Gallup National Data on employee engagement levels

graph is linked to original article

The rise in apparent engagement is most assuredly not a “leap” and it also correlates with the drop in un-employment (so some new hires might appear in the survey data) along with a drop in the numbers of under-employed, meaning that additional workers started making more money.

So, don’t think that there have been a lot of improvements in how people are being managed nor in how people are being appreciated. There is a great need for companies to understand that managers can choose to do things differently to dis-un-engage and dis-un-empower their people on a day to day basis.

Check out our toolkit for involving and engaging people for workplace improvement. $20!

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 Organizational Teambuilding

Since we started focusing on the rental of our large event team building simulation, The Search for The Lost Dutchman’s Gold Mine, I have been engaged with consultant trainers asking me more questions about impacting organizational effectiveness and engaging senior managers in strategy improvement and change.Dutchman is one of the truly great team building exercises that works well with really large groups.

The large group play of Lost Dutchman's teambuilding exercise

Generating real organizational change is always an issue – how does one generate real involvement and alignment and ownership among the senior management team? And how does one really get value and focus from a large group event? We think it is active involvement and engagement along with clear discussions about past and future choices for changes and behaviors.

benefit of teambuilding exercise simulation

In actuality, delivering a large group event using the simulation represents an unparalleled opportunity to really accomplish executive team building and alignment because of a specific design feature in Dutchman: its’ direct simplicity.

Dutchman was designed to be easy to facilitate — I did not want 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 to be able to deliver the game — we have had many line managers run the exercise over the years with great success. (See the Megan and Robin testimonials here)

The end result after 20+ years of polishing was a very straightforward team building program where there are few hidden tricks and a complete congruence of all of the facilitation staff to support the players in solving the challenges that are presented. The banking of the game and the tracking of team behaviors was made really simple. There were few “mechanical” issues and it was easy to learn how to operate so that a facilitator could pay more attention to the observed behaviors rather than needing to become some expert on game mechanics.

And the result exceeded expectations; in actuality. FEW people ever call me after purchasing the exercise and going through the instructional materials. Few people ever contact me after they deliver the game with questions and only occasionally do we get into nuanced discussions about design and tweeking the game to focus on details. It’s simplicity became a feature and benefit!

When I first started my deliveries, I would assemble some outsiders and pay them to help me deliver large games (50 people or more).  And as I was asked to deliver even larger programs, I would often 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.

What I eventually discovered is that I could deliver an actual team building session for a group of senior managers, running them through the actual exercise with a normal debriefing of results and impacts. If I could get them to commit to a full day, I could also get their 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.

THIS became my most effective overall design focus:

  • 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 gave me the ability to put my coaching hat on with a real purpose and also enables me to run really large groups with only ME being required for delivery.

You can imagine how that positively impacts my profitability and minimizes any staffing issues and we also have plenty of management help for running the game. 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 a 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!

Plus, we generate a much higher likelihood of behavioral change and implementation 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 focuses on discussing the kinds of behaviors these senior managers would like to see from the people at the large event. A focus on the shared mission / vision and generating 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!

Anyway, it is really neat to see these kinds of large events happening, since they can be powerful events to engage people in change and improvement and to lead them out of the current “engagement doldrums” that we seem to find ourselves.

 

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.

 

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Large Corporate Team Building Event Ideas and Issues

Team building programs corporations might consider for their organizational development programs vary in impact and cost. There are a variety of different kinds of activities for team bonding purposes and there are programs that accomplish team building, which take a different direction and have different desired outcomes. The focus on this post is to outline ideas that will actually improve business results and generate  alignment to missions and goals with team building events.

Team bonding may be fun and useful, but it is not often designed to generate measurable improvements of the interdepartmental collaboration and engagement kind.

If you spend time at a large hotel or conference center and check out the general happenings, you can often find groups there having some kind of company retreat that is not totally an educational training program. You will often see people sitting around or engaged in some kind of general activity, with a large screen at the front and powerpoint being shown. The people are often excited when they exit, knowing that they escaped death by powerpoint and non-engagement, at least for a short while. One wonders, though, why hotels are not required to post health warnings about deep vein thrombosis for some of these sessions!

A couple of years ago, people at OnlineMBA.com came across a blog post of mine while they were researching “Team Building” and sent me a link to one of their articles entitled, “How the Top Companies Take On Team Building.

I liked the way it started, since I pretty much agree with this:

Few corporate-culture business phrases are as potentially groan-inducing as “team building.” Visions of cheesy performances and “inspiring” activities like coal walking and trust falls immediately spring to mind.

There are many posts in my blog about the more ridiculous or hard to seriously consider team activities such as golf, paintball or fire walking and we started up a twitter thread to capture some of these ( #baaadteambuilding ). While there may be some positive individual impacts from some of these challenge activities, most do not seem to have any real connection to teamwork or organizational improvement initiatives, Most are nowhere close to being tied to improving results.

Years ago, Dave Berry weighed in on Burger King’s toasty experience with a firewalk — see my blog post on that here.

But the OnlineMBA article quoted above is solid. It talks about some different activities that DO have positive organizational impacts, many of which are not costly. Some are a bit off the wall, like hiring a comedy troupe to come in and cause people to laugh. I have actually seen that backfire but that is a whole different discussion. And they talk about doing Personality Tests as a team building exercise –that needs to be more than simply testing and talking. Maybe they could let the comedy troupe do them?

I read about a school board in Tampa that got together with a facilitator to do some team building. They started with Patrick Lenconi’s work on dysfunctional teams and they quickly became dysfunctional, as one board member immediately complained about the lack of trustworthy behavior of the others and the whole session became an emotional shouting match that was over very shortly. (They employed a trainer, and not a trained facilitator, who allowed to group to get too emotionally engaged way too soon and failed horribly at keeping conversations civil and arms-length. Ugh.)

My experience has been that solid team building games, ones that involve and engage people in metaphorical play, work great as tools to involve and engage people in problem solving and teamwork. From the game experiences and observed behaviors, we can easily link back to the real issues needing to be addressed in the organization. And by using a business framework in debriefing, discussing results and alignment and leadership themes from the play, we always avoid that kind of dysfunctional challenge to history within the organization.

The Search for The Lost Dutchman’s Gold Mine or Innovate & Implement  are fun, controllable, inexpensive and actually link directly to workplace collaboration and performance improvement.

And all of PMC’s products scale up from small group training sessions to very large group events. There are many long-term impacts on participants and the activities get everyone involved and engaged.

Team building exercise, Lost Dutchman's Gold Mine

Performance Management Company is the designer and publisher of The Search for The Lost Dutchman’s Gold Mine (LDGM) corporate team building simulation. We sell different versions of the game for various uses and will also inexpensively rent the exercise to users for large group teambuilding or organizational events:

Rent The Lost Dutchman's Gold Mine team building game

Click the above icon to see a detailed explanatory blog post about renting the exercise or click here to go directly to the information on the shopping cart of our website.

And you can find some testimonials here,

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 Poems and Quips on Workplace Improvement is here.

 

Rental of Team Building Exercise for Large Groups

The Search for The Lost Dutchman’s Gold Mine (LDGM) is a great team building exercise for focusing teams of people on themes of leadership, alignment, collaboration and the optimization of performance results. We’ve been selling and supporting the exercise worldwide for since 1993 and sometimes, it makes sense to invest some of your own time and resources into delivering a team building program for an event or conference.

In this post, we will share a framework to deliver a powerful business team building simulation generally focused on collaboration, alignment and leadership for less than $25 per person. This is about 1/5 of what most competitors charge, and to this they often add facilitator fees and travel expenses! You can DO it for $25 and have a more effective and tightly anchored team development program, to  boot.

You want to do real team building for 40 people? You need one person to run the game and one person to support the banking function. You rent the LDGM game for $1100 (plus shipping) and you have everything you need in the box, including tabletop materials, resource cards, instructional and delivery materials. There are multiple debriefing slideshows you can see. Plus, you get unlimited coaching from my by phone and email. A competitor publishes their charge for a similar session at $8000 plus expenses.

Let’s say you want to deliver a session for 60 people. We would support that game with all the needed materials plus training support for $1500. You would get all the orientation, instructional and delivery materials plus that unlimited phone and email support. A competitor says they will charge you $3000 and that is just their facilitation fee. It will cost another $100+ per person and you will also pay their expenses…

In either case, experience says that your time investment would be a couple of hours to understand the exercise frameworks and mechanics. To prepare for delivery and debriefing might be another hour and you would need about an hour to train one or two support people to “bank” the game for you. All instructional materials are provided.

But let’s say you wanted to deliver a session for 300 people. First, you run the game for the senior management as a 3/4 day team building program. You play and debrief and teach, focusing on issues of motivation, visions, goals, resource management and planning. You also involve them in defining the session outcomes for the large session to follow. Lastly, you then teach them how to support your big game (as bankers and co-Expedition Leaders). They become an active part of the delivery and will model behaviors designed to support teamwork and leadership development.

This initial event and time investment insures that your overall debriefing aligns with the senior manager group’s main goals for collaboration, leadership, strategy implementation, etc. These senior managers are your delivery team — their role is to help teams be successful and to maximize overall ROI, which is often the same as their regular role!

$7500 versus $35,000: So, you rent the game for your leadership group ($1000) and you rent the game for your Big Group for $6500. You have no other game-related expenses unless you buy cowboy hats and bandannas, The end result is that you have done a LOT of teambuilding for that whole organization when all is finished, with people being active participants. You’ve paid $21 a person for your Big Game (as opposed to 300 people x $100 per person ($30,000!!) plus another $5000+ in fees and expenses). AND, by not using outsiders, you have actively involved and engaged your senior management team in this organizational improvement effort!

Here’s one last point: By doing the delivery yourselves, you are NOT watching some Big Stage Show Spectacular done by someone else. When you use Lost Dutchman’s Gold Mine, what you are getting is a world class, hands-on business simulation that focuses your people on the play of the game, not the fancy materials and costumes. (An interesting factoid is that one of our Dutchman customers is Cirque de Soleil in Canada.)

We’ve been renting the game for more than 15 years and selling it for more than 20 and we have it pretty much locked down insofar as materials and training and support. Here’s what one renter just said about her experiences. Note that this is her second time for renting the game and that she is NOT a trainer but a senior operational line manager who wants to be directly involved and engaged in her performance improvement initiatives:

Testimonial on Lost Dutchman's Gold Mine team building game

We can charge these very low costs because we have a small company with little overhead and we have a game design that does not require a lot of reproduction or manufacturing costs. It is just a really great bombproof exercise that anyone can deliver.

We can also apply some of the rental fee to a purchase price should you want to acquire the exercise to run with people over time (unlike most others, we charge a one-time price for your game purchase, with no certification or annual licenses or per-person or hidden fees)

Many of our small game purchasers (we sell classroom versions for 3 or 4 tables of 6 people each) like being able to run Dutchman occasionally for really large groups. Dutchman is greatl for a one-time team building event such as an “all-hands” meeting event. We have supported many of those kinds of trainings and there is no upper limit on the size of the group — one client delivered a Dutchman session of 870 people in the same room at the same time!

Unlike a lot of the other designed team building simulations, we have a truly elegant and pretty bombproof design, which allows us to NOT offer train-the-trainer programs or require certifications or have other kinds of restrictions. Many of our customers simply get the materials, review the overall support documents, go through the powerpoint and — maybe — call me. Many choose not to bother calling and just deliver it!

I offer free and unlimited telephone support – you talk directly to ME, the game designer and a certified master facilitator, not to some “support person.” Few people seem to need the support, though, which says that the included materials are pretty complete. They should be, since we first delivered the game back in 1993 and have played with its design and supporting documentation since that time.

I can also customize the design in small ways, and work with you to design and refine a debriefing that fits with your goals and objectives and within your time limits. Generally, for large groups of 60+, we like to have 3.5 to 4 hours to do the game and the desired debriefing. This timeline allows 90 minutes or more for your debriefing — that active discussion is what generates the commitment to improve collaboration and teamwork, planning and communications.

Dutchman is surprisingly inexpensive, high-impact and very memorable and the program can be specifically tailored to generate your desired outcomes.

Dutchman is THE world-class team building exercise focused on improving inter-organizational collaboration and aligning people to shared goals and objectives. It can be run by line managers and executives, too, not just people in training and consulting.

Unlike most delivery organizations, we have a posted pricing schedule, so you can look at the costs of renting this team building simulation and the detail of delivering the exercise before contacting us. You will find that few vendors of team building simulations actually post their prices. Isn’t that odd?

Dutchman Rental Matrix(The only constraint on renting the exercise is that I generally restrict the rentals to North America, unless you are referred in by one of our users or you have purchased other materials or are otherwise known to me. It is just too hard to control these things with international shipments.)

You CAN get me to facilitate your exercise, but I generally try to talk prospects out of that idea if I can. I can be used to deliver the Senior Manager Team Building Event, since that is sometimes political. But you can then get your senior manager to lead the Big Game for your people (with your training and support).

We think we are the best value in large group teambuilding events, costing lots less and offering more benefits than most other competitors,

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

You can find a LOT of information about running Dutchman with large groups by clicking on the large group picture in the above text or here.

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

Faster Play = Longer Debriefing

When initially designed 25 years ago,  The Search for The Lost Dutchman’s Gold Mine was to have a solid front-end that challenged teams to put together a plan of action managing their limited resources and to push players to work together to develop a shared strategy and plan of action. The Intro was focused on them making specific choices around collaboration and strategic planning.

(note: this post is actually written for users of the exercise, but it also speaks to our overall design thinking and features and benefits of Lost Dutchman over some competitive products which you might be familiar with.)

We also wanted this planning time to set the stage for play and the processes for playing out those team decisions to be clean, fast and simple. While some people have questioned the strategy of having a really simple “play” of the game, this has proven itself to be a good decision — faster play allows a longer debriefing time, and debriefing is where we generate commitment to change and manage post-exercise expectations and implementation.

We chose to use 20 days for play with a simple design that allowed the days at the end to be as short as 30 seconds each even in fairly large team events. It was the initial team decisions that either facilitated a lot of success and some low-stress play or some less-than optimal decision-making and planning that generated high-stress and scrambling for resources to succeed. By design, every team mined gold, but the teams with the better planning got better results and could also assist the others.

The Search for The Lost Dutchman's Gold Mine team building game

Basically, I found that it was best to give a detailed overview, with a good bit of redundancy, so as to maximize understanding. In this way, the players could make the best decisions possible to maximize the results and have the fewest mistakes. Heck, I even found that by adding “Most Common Questions” as a slide set at the end of the Intro to review the key points that I had already made saved me delivery time, since those were questions commonly asked of me that delayed getting started.

My thoughts were around optimizing play and minimizing the dumb mistakes and being detailed enough to enable players to get a good start in the 15 minutes of planning time given. It was also found that by shortening or deleting things, such as the time spent in generating the suggested Team Roles, the disorganization caused them to take even longer in getting started. Having roles enabled them to listen to the instructions more carefully and allowed them to get moving with the planning right away.

My associates in India asked how they could take the normally 45 minute Intro and set-up and reduce it to 15 minutes because their client had “a tight schedule.” Their thinking was that shortening it would have no impact on the team building, subsequent planning and play. They had this schedule for an upcoming session of 140 people:

  • Intro and briefing – 15 minutes.
  • Planning – 15 minutes
  • Play– 50 minutes
  • Break – 20 minutes and
  • Debriefing – 50 minutes.

Well, I like challenges… So here are some thoughts about the dilemma:

The actual team building process occurs during the initial stages of the game in the 15 minute planning period. A long, detailed and a bit redundant introduction gives every player all the details of play and even some tips for optimizing results. Everyone knows all the rules and details, thus the discussion is not about what but about how to execute. They all should be equal participants in the discussion of strategy and overall decision-making and therefore would all share in ownership of the end result.

There are no really good, simple ideas on speeding things up the Introduction. I played with this a LOT during the first 10 years of playing and selling the exercise and found this to be true: If you keep something out of the Introduction, it either generates a question that takes at least as long to answer or it creates a problem with misunderstanding and a playing mistake they blame on YOU.

My focus on delivery has been to generate an effective and efficient way to present the information so that players are clear about the details of the rules at the start of their planning. I have found it to be faster to go slower and be more redundant in the Introduction. This way, players and teams make better decisions and play with better results and have fewer questions and run into less difficulty at the end. (Or, at least they have all the information on which to make a less than optimal decision (grin) ).

My finding is that speeding up by shortening the Intro information can slow things down in different and unexpected ways or causes more mistakes and poorer play and all that… Plus, it helps in the debriefing if all the players understand all of the operating rules and have better understanding and perspective on the choices and the impacts.

(They all “get” the planning metaphors of The Videos, for example. They were all offered the opportunity to acquire one or both before heading out and it was their choice to get or not to get them. The Videos are not a surprise in the debriefing, just the information that was in them and the reality that it could be shared with other teams.)

Okay, some ideas for speeding play and saving time:

Start on Time –

Demand that the session starts when scheduled and that everything is ready to go. Generally, this means delivering the game the very first thing in the morning. If there is breakfast, ensure that the hotel or center staff is there to help clear away the dishes and that there are stands around the room where plates can be taken. Have the tabletops all set up, including the tables for the Provisioner.

It is scary how often these programs with known “tight timing” issues do not start on time. This is especially true if there is some manager that. “needs to say a few things to the group before you get started.” I have lost 30 minutes or more from these “few minutes” while the content of that introduction could have been in an email to everyone. Often, these managers are not professional when it comes to presenting in a timely and efficient manner so it is YOUR responsibility to get that part of the program done quickly.

If you are starting after lunch, be sure to have someone who works for you on the lunch floor pushing the timing so that people can come into the room. Make the room inviting, with music and a slide show of pictures or something similar. Get them in and KEEP them in until you are ready to go.

And, again, do not allow for a few minutes of “more introduction” by anyone other than a professional presenter who knows the meaning of “ending on time” for their part.

NEVER EVER play the game at night with alcoholic beverages. Those sessions are absolute disasters – and no one will remember anything the next day.

Team Roles
One idea might be to not assign roles during the Intro and let teams figure that out during the planning. That saves a bit of time, but the teams will be less organized. Thus, decisions might take longer if roles are not clear.

However, if you do that, DO stress the selection of the team Trader but maybe not the others. Having one person be accountable for bringing resource cards to the Trading Post is critical to efficient delivery.

The alternative is to assign teams and tables prior to the session, and you can also suggest team roles in that assignment, You can list table # and team member names with roles on the sheet. (Make the most senior manager the Team Trader, though — they do the most work and get isolated! See this blog for more information on players and roles and assignments.)

Pods
And DO separate the groups into distinct pods for large group events. If you have 120 people, you could play with 2 pods of 10 teams each or 4 pods of 5 teams each. It is certain that the pods of 5 teams each will play faster than pods of 10. You would also need more floor support, but that would help to answer questions and respond to problems more quickly. It would be easier for a Provisioner to spot a team that is having trouble with a smaller pod, and thus direct help toward that tabletop.

Team Size
In my experience, smaller teams play faster — if you can set up as groups of 4 players per table, the planning and the play will go faster. So, a session of 24 people would play faster with 6 tables of 4 rather than 4 tables of 6 players each. But that takes more support from your team of delivery people with larger teams. It depends on how many support people you have but the more experienced help on the floor, the easier to solve problems. (Note – I use senior managers to support my large group events! See this blog for rationale.)

(If you do that, use a different Team Roles Form than the one showing 6 job roles at the tables and in the slides.) Maybe have only the Leader, Trader, Analyst / Supply Expert and Collaborator…

Decisions of smaller tabletops will be faster and usually better — but they MUST understand all the rules and themes and issues.

For those of you with 24 people, having 6 teams of 4 will be faster than having 4 teams of 6, for example.

Floor Delivery Support
You can trade off SUPPORT PEOPLE ON THE FLOOR against covering things in PowerPoint Intro. The less you talk about, the more questions and the longer the “15 minutes of planning time” will take. This is especially true in a large group as in this session of 140.

If you do shorten the Intro, be SURE to have knowledgeable co-Expedition Leaders on the floor for each 3 or 4 teams. It will change the dynamics some…

Breaks
My way of speeding things up is to have NO BREAK at the end of play – telling players that team play should allow individuals to take a break for bathroom or drinks during play. Cookies and coffee and the like can be in the room or even served to the tables by staff.

A “scheduled 20 minute break” (with 140 people) can run out to 30 minutes or more, which is very common with large groups. And it is probably the people last to arrive back that need the debriefing key learning points more than the others.

Large groups are much less manageable from a time perspective if they leave the room. Make them Break during the Play of the game, not afterwards. Make it impact their team, not you and the rest of the group!

Results
Minimize the review of game results but use the results summary and overhead projectors to allow everyone to see all the results from all the teams. That generally reduces questions about “who won” and why and allows you to focus on the issues of optimization.

Focus on the differences between the high and low teams and ask if the higher performing teams had resources that they could have shared that would have generated MORE RESULTS FOR YOU — not a winning score for one team…

I often do NOT show the Perfect Play summary of woulda-shoulda, but do focus on the fact that there were 3 Turbos that could be shared so that 3 teams could have used the Turbo to return in 4 days, as opposed to less than 3 (look at total TF Videos to see the number of Turbos available versus the number actually used (get that off the Tracking Forms at the Trading Post). THAT is probably the most important number for the entire group — that plus the days back early because of resource mis-management and bad planning decisions.

The Turbos are the Best Practices that generate better results with the same effort and they represent the leverage generated by collaboration among teams in the workplace. There were sufficient resources, but a good plan of action with engaged and involved teammates helped maximize results for the team — why not for the group? What would they need to do differently in the workplace…

Debriefing
I deliver the game as a learning event, not as a fun activity. Thus, for me, “The play of the game is an excuse to do a debriefing on choices, behaviors and the issues of engagement and collaboration.” Thus, I will demand that I have the full time allotted to the play and that we start on time

And I try not to lecture nearly as much as I try to allow tabletops to discuss specific issues and opportunities. I facilitate the game much more than I “teach” from it – their thoughts are more congruent to their issues than any idea that the game Expedition Leader might have.

If possible, I try to coach the most senior manager to engage people in a discussion. This is sometimes dangerous since their preferred style is to talk at the people, not engage them. I have had to cut off such attempts at “training” more than a few times, generally with something such as, “Why don’t you spend 5 minutes and discuss that key learning point at your tabletop?” (And then take back the control of the debriefing…)

Turbos are best practices that can be shared – thus it begs the question, “What turbochargers are available that we could share with other groups within the company?”

(You can view a long slideshare on debriefing experiential exercises, framed around Lost Dutchman, by clicking on the image below:)

LD Slideshare Debrief cover

My debriefings generally focus on the dynamics of team interactions and desired collaborative behavior. My illustrations and questions anchor most of the debriefing to the desired client outcomes for the event. On occasion, they just want to have fun — I can usually persuade the leadership to get more value by increasing things like collaboration or sharing ideas around motivating others as part of a leadership development theme.

For large events, we discuss desired outcomes a lot prior to the event so that everyone involved in the delivery design is on-board with what we are trying to accomplish. In play, I most often end with tabletop discussions around, “What does mining (more) gold mean to us as an organization?”

corporate team building ideasLastly, do all that you can do. (You cannot do any more than that!)

Work as best as you can to meet the commitments that were set, but realize that you may not have all the control you need to make this optimal. Various things will decrease your available debriefing time. Senior managers may feel the need to espouse on certain issues they think are critical — and they probably are — but that can cut into your plans.

And have FUN out there with the delivery. If you have fun and work the issues, they will have fun and also work the issues.

If you have any thoughts or ideas about improving the speed of delivery, we would love to hear from you. Anything we can do to increase the debriefing time is a worthwhile alteration, in my opinion. Many of the changes suggested above will have impacts on the dynamics of delivery, I think. SO be careful out there!

YOUR thoughts on all this would be Most Excellent!

Note: Thanks for reading this far. To improve and impact our debriefing and make the exercise even more memorable, we are in the midst of adding LEGO characters to our Introduction and some of our Debriefing materials in all versions of the exercise, with the thought that the game can better tie in with our Square Wheels® approach or be more congruent with consultants using LEGO Serious Play tools or simply using LEGO in general. We have NO affiliation with The LEGO Group or any other organizations and we are using the “useful article” approach to issues around intellectual property.

For the FUN of It!

Dr. Scott Simmerman, Surprised 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.

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

Scott’s blog on People and Performance is here.

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

 

PMC's Team Building Activities – Comparison Matrix

The pressure is on — people want me to bring forth my new game design on strategy implementation, trust and collaboration. This is the one that focuses on capturing Slinks before they turn into Zombies and about gathering the things needed to start a new civilization. (And this scenario is sounding more and more like the real world every day!)

The Search for The Lost Dutchman’s Gold Mine is still our flagship team building game. We get testimonials like this one on its effectiveness every week.

LDGM Training Consutant Testimonial

The Seven Seas Quest exercise was designed to followup on Dutchman but it is also an outstanding stand-alone exercise in its own right. Innovate & Implement exercise anchors to our Square Wheels tools for involving and engaging people, as do our two Collaboration Journey exercises.

Play of the games is pretty straightforward and the designs solid, based on a lot of feedback from users plus my own propensity to put a LOT of informational resources and detailed delivery materials with each game. I do not think anyone has ever complained about not enough information about presenting and debriefing.

And, the reality is that ALL of my games are focused on simple and straightforward debriefing. The metaphors are always clean and easy to link to issues of organizational performance such as leadership or collaboration or planning.

To help explain the different products, our website has a  “Team Building Games Comparison Chart” that tries to outline the basic keys such as number of players, desired outcomes and applications, benefits and similar. We have games that work for 4 people and most games can scale up for hundreds.

And we even show the actual price (it’s interesting that so few of our competitors will actually post the prices of their games; they seem to be almost embarrassed by the costs) as we feel we have the best cost to benefit ratio in the world for the kinds of products we design, sell and support. Plus, we sell all of our exercises “unemcumbered,” without the per-participant or annual licensing fees so common in the industry for full-blown simulations like ours.

AND, we’ll often customize for free if we think that work will result in a better team building product that we can distribute…

You can see the full Comparison Chart on the PMC website by clicking here – a version is added below but I am guessing that it will not be readable because of its size.

We think the current products carry forward into a lot of different kinds of organizational development initiatives. If you have any questions or ideas, I am easily reached and I answer my own phone (which seems to surprise many callers but is the way it SHOULD be for such important decision making as product selection and team building).

More fun is in store for all as I work up some new designs and I love it that we can design and offer these games that link so well to workplace issues at a low cost and as a great value.  

If you have any issues that you might like to see addressed with an interactive and engaging exercise, please drop me a note. My friend Brad wants to build a game on corporate sustainability for an executive development program he conducts at Furman University. And we have also played with the design of an emergency preparedness exercise.

Comments and suggestions are always appreciated!

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 Poems and Quips on Workplace Improvement is here.

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

A Perfect Playing of Teamwork: Lost Dutchman’s Gold Mine

I first published The Search for The Lost Dutchman’s Gold Mine back in 1992 and we ran a lot of sessionss to perfect the exercise and polish the materials. You can read a press release about it’s 25 years here.

Not long after that, I started selling versions of the game to consultants all over the world. By now, we are pretty well represented with play in most regions and even collaborating with SimuRise Learning Solution‘s Solomon Salvis in Singapore who is handling global distribution with us.

In April, 2013, I got a note from David Simpson responding to some of my instructional delivery notes that said no group had actually delivered A Perfect Play as shown in my debriefing powerpoint files. In that, I construct what the optimal play of the exercise would be for one team (that happens a good bit) and for a group of three teams collaborating together. To my knowledge, it had never happened. Something had always occurred to prevent a team from doing everything correctly.

Well, David announced to me that one group of three teams for Couch, running the game in Shenzen, China, was able to collaborate with each other as well as collaborating with The Expedition Leader to generate an optimal outcome.

Certificate of LD Perfect Play image

And, he had them so excited that he asked if I might generate an Official Certificate of Accomplishment for their efforts. Guess we gotta go with the flow and get that done. So, I spent a bit of time and put this together.

There are just so many possibilities to generate intrinsic rewards from accomplishments that it still amazes me that managers do not do more of that. We can engage them by asking what things need to be improved or fixed. We can dis-un-engage them by asking them what blocks their involvement and what we should be dong about it. What is so hard about all that?

Do you have any special ways in that you recognize high levels of performance over the long term? What kinds of things do you do that might sustain high performance and add to your effectiveness and team results?

 

For the FUN of It!

Scott Debrief

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

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/

 

Team Building Events with Large Groups – organizational improvement ideas

We can improve the impact our expenditures of large teambuilding events if we carefully consider some success factors in generating ideas for innovation and implementation. Our tendency is to repeat what we have done before, and the goal of this article is to simply provide some new anchoring ideas for doing things differently and generating more impact.

There has been a great reduction in those “All Hands” kinds of meetings over the last 10 years. Once upon a time, one had to play a year ahead to find hotel ballroom space for meetings and make site visits and tour facilities; today, it is a lot less difficult. Being online makes all the difference and makes selection and programming communications really simple.

Back then, hotels were pretty arrogant about controlling all things and having complicated one-sided contracts for everything but today, one finds them a lot more flexible and interested in obtaining your business. Times change and their business has become a lot more competitive…

Herein are some key thoughts about making your company events more effective. And here are a couple of my older posts around some of these same issues and opportunities:

Here is an article about selecting a presenter who will involve and engage your people in an event that can actually change behavior and generate momentum for improvement. There are a lot of links in that to other articles and resources about organizing resources, also.

Here are some ideas about generating engagement and momentum for implementing change following a large group event

Here is an article about improving teamwork and collaboration in a large event

A post on some of the ISSUES with outdoor training types of events and some cautionary thoughts about anchoring to learning and change

Frankly, there seem to be a lot of strange and sometimes seemingly irrelevant things done in the name of team building and organizational development. The reality says that if you hang out at a large hotel and wander about the meeting area and you will see a lot of people sitting, just sitting there inactive when the doors are opened, as if they feel relieved that they successfully avoided things.

This observation is supporting the reality of Death By Powerpoint, or at least death by non-involvement and non-engagement. (One wonders why there are not required governmental warnings about deep vein thrombosis for sitting so long at some of these sessions!)

People at Onlinemba.com came across my blog while researching Team Building and sent me a link to one of their articles called, “How the Top Companies Take On Team Building:

Few corporate-culture business phrases are as potentially groan-inducing as “team building.” Visions of cheesy performances and “inspiring” activities like coal walking and trust falls immediately spring to mind.

Yeah, it seems that a LOT of people realize that we can choose to do things differently for our meetings. With technology, so much of that data-stuff that executives like to live-present can be handled in screenshares or webcasts. For the most part, they are not asking for ideas or suggestions but merely sharing data. Face-to-face is an expensive way to push data at people.

I’ve posted up before on some of the more ridiculous or hard to seriously consider team activities such as golf, paintball and the infamous fire walking — and I just saw a twitter post suggesting that “detoxing” could be done as a teamwork improvement activity. (Seriously!)

Maybe there are some positive individual impacts from doing those kinds of things but I just do not see the teambuilding aspects unless we get into the discussion about peer pressure forcing people to do things that they don’t really want to do. (Sorry, I meant “encouraging” and not coercion or forcing people to do things in the above…)

Even comedic writer Dave Berry weighed in on Burger King’s toasty experience grilling their own managers with their firewalking activity — see my blog post on that here.

Many different activities DO have a variety of positive organizational impacts, and many of these are not costly. Some are a bit off the wall, like hiring a comedy troupe to come in and cause people to laugh at issues and reframe improvement opportunities (if they do not offend the senior managers too much!). And there are literally dozens of different online surveys and Personality Inventories with linkages to team behaviors. These can be framed as a team building exercise if there was more to it than simply discussions. Maybe they could let the comedy troupe do the personality testing?

In my way of thinking, I will simply continue to be designing and offering games such as The Search for The Lost Dutchman’s Gold Mine or Innovate & Implement that are fun, controllable, inexpensive and actually link directly to workplace collaboration and performance improvement.

We know that it has a lot of long-term impacts on participants and gets everyone involved and engaged. AND, it can be used for very large groups of 200 or even more.

Team building exercise, Lost Dutchman's Gold Mine

click here to read more about the Lost Dutchman’s Gold Mine

In addition to selling the exercise to trainers and consultants, we also rent the exercise to people interested in an inexpensive, yet powerful large group event. If you click on the link below, you can find a clear explanation as to the frameworks for rental as well as our prices. It is inexpensive and powerful. Click here if you would like to see a few testimonials.

Rent The Lost Dutchman's Gold Mine team building game

If you have any questions, please feel free to chat me up. I will offer my ideas and frameworks to you,

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 Poems and Quips on Workplace Improvement is here.

Debriefing as an excuse to do Team Building

Continuous Continuous Improvement, Organizational Alignment and Collaboration, and The Search for The Lost Dutchman’s Gold Mine, a truly great Team Building Exercise.

Winemaking is an art that takes a substance and nurtures it through the act of continuous incremental improvement, often with the goal of producing a truly spectacular product. Different winemakers have different goals, but some are artists and not accepting of mediocrity. These craftsmen are continually looking for techniques to improve their craft, trying to discover new ideas and nuances to impact quality and searching for outstanding customer reactions.

It’s in that same spirit of nurturing and exceeding expectations that we’ve developed The Search for The Lost Dutchman’s Gold Mine — it is an excellent example of how continuous continuous improvement works with innovation to create an ever evolving and increasingly better product.

Dutchman’s existence grew out of dissatisfaction with another team building game that I represented as the first USA selling agent back in the late 1980s. It was supposedly about collaboration, but that game’s play and its debriefing supported competition among teams – it was an exercise that was designed to allow teams to quickly die because of their decisions, claiming that it was a reality of teamwork. It tended to be a show, more than an organizational development program, and the focus on competition was something that I didn’t feel created a better Return on Investment than what a Collaborative Approach would do, real world.

When I tried to collaborate with that game’s developers, they resisted these “outsider’s ideas” for things that would strengthen their game’s outcome for organizations. It was at that point that the idea of developing my own exercise, one that had clear metaphors for teaching and one that had alignment to collaboration, came to mind. So, in 1993, Dutchman was created — there was a need in the team building market for an exercise that would create a fun atmosphere for players yet it would support a serious learning framework for how collaboration beats competition in getting the best ROI.

Dutchman was meant to create a really solid debriefing
and discussion of real organizational development
and alignment issues, framed as a teambuilding game!

Not only did we want a game that linked to real workplace issues, we also wanted an exercise that could be easily facilitated by trainers or consultants and didn’t have a bunch of restrictive licensing and continual payment requirements attached to it. I wanted to sell Dutchman as a one-time cost game with a money back guarantee that could be used by virtually any type of organization. And, I soon found that this was a much appreciated concept compared to the typical way that team building products were put into the marketplace.

An early user even suggested that we “dumb down the reading and math” in the presentation, because his workforce in North Carolina did not have really strong skills. That was seamless and easy once we looked at the context. Plus, we found out that anyone could use our simple design framework and that only simple facilitation skills were needed deliver it — we have had administrative assistants deliver it for their senior management teams as well as line managers facilitate it for their sales teams all over the US and then all over the world.

Speculand Testimonial LDGM 100

Once Dutchman entered into the playing field, it immediately received accolades for how it drove home the concept of collaboration and communications. Through a much stronger debriefing than the other game provided, I was able to show how teams could have increased their ROI by the simple act of collaborating across teams. Few programs of any kind enable this type of inter-organizational collaboration and teamwork and few link to measurable results and outcomes.

Leadership, communications and strategic planning are all essential to creating a collaborative environment and Dutchman sets this up extremely well – one testimonial is below and dozens are visible if you click here or on the image. The funny thing is that competition is a compelling force for players and they end up sub-optimizing their gold intake because of this. Therefore, this further indicated that a solid Debriefing was necessary to the game in order to get people to realize how debriefing Collaboration and team building brings in a better ROI.

TF Testimonial LDGM Helal 100

Flexibility then became an important addition to the game and its debriefing because organizations have different reasons for using team building games and as Dutchman’s debriefing continued to evolve over the years so did its flexibility for creating different outcomes. Within its first year of use, Dutchman became a worldwide product that easily worked in various cultures and countries (see the testimonial from Robin Speculand in Singapore, above, since he has been actively using it for 19 years. Our newest client is Challenge Korea.)

Throughout the years, we’ve continued to improve upon the game play not only from my own ideas but also from collaborating with Dutchman owners who have given me great ideas to incorporate into the game. The game materials have evolved over the years, the Debriefing presentation and slides have expanded, the training materials have evolved to now include videos of how to work the game, etc. Even the original game board has changed into a different version.

The people who bought the game 21 years ago can still play with the materials they received at that time while those presently purchasing any of the game versions will acquire a more polished set of materials but all versions will work exceedingly well to create a game worth facilitating because the outcomes of the game are like a fine wine in that the depth of appreciation for Dutchman and it’s return on investment continues to grow as it ages.

If any of this is of interest, we encourage you to contact us, directly. I am quite easy to reach and answer the telephone myself (or email me at Scott@SquareWheels.com),

For the FUN of It!

Scott Simmerman Lost Dutchman 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 blog on Poems and Quips on Workplace Improvement is here.

 

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