Many leaders nowadays take into account the well-being of employees. However, we might be missing the first step; awareness. A poll conducted by Nuffield Health shows that two out of three people won’t share their mental health issues with their employer. 

It’s common practice now to have well-being and mental health policies, but looking at those numbers, we still need to consider if, as leaders, we’re creating a space where people feel comfortable and safe to share those issues and benefit from those policies. 

Read “What I have learned about stress and mental health since quitting rugby – By Ollie Phillips” here. 

Why will this disconnection cause issues?

Even when leaders have the best intentions, it’s impossible to solve an issue if we’re not aware of it. 

Due to the fast-paced environments we are accustomed to, it can be challenging for many people to address well-being issues. A culture of urgency, increasing workloads, and blurry boundaries can all contribute to our team not finding the space or not feeling comfortable to bring up their well-being.

This is why focusing on our team’s well-being is not only about policies, but, even more importantly, about reflecting on the culture and environment we’re creating for our teams. 

Why should leaders focus on well-being?

Well-being must be well maintained. It’s crucial for leaders to keep a healthy working environment where everyone can perform at their best for desired outcomes.

Failing to achieve this, can have huge implications for the team and the overall business. Our environments and workloads can directly link to stress and burnout. This, in turn, will influence your team’s performance, and can even make you lose great talent. 

However, leaders can be role models and demonstrate attributes of open and positive well-being for their employees. Starting with non-judgmental catch-ups, taking time and breaks for yourself, and reassuring employees about these healthy actions can all be successful ways to start. 

Through these good examples being set, employees will be encouraged to follow, allowing an increase in well-being advocacy and positivity.

How can we as leaders build a culture of well-being?

There are many ways of doing this, and for each leader and business, it would be different. However, we can start with some non-negotiables:

• Create a safe environment where people can openly talk about their well-being, their professional and personal lives, and how they might be impacting each other. Once people feel comfortable and safe to talk about an issue, we can start putting strategies and policies in place to help them get better. 
• Reflect on your culture. Cultures in the workplace are created by the behaviours we demonstrate day in and day out. Taking the time to reflect on what those behaviours are and what they are communicating to our teams is a great first step towards a healthier culture and workplace. 
• Allow flexibility and boundaries. These two can seem opposites, but they don’t have to be. Now more than ever, the lines between work and life are getting blurrier and blurrier. This is why it’s also more important now to create boundaries that help us achieve balance. This is an extremely hard task because it completely varies from person to person. Nonetheless, just having honest conversations about it can benefit everyone in our teams, including ourselves. 
• Lead by example. More important than what we say, it’s what we do. This is why as leaders, we need to lead by example. It’s not enough to tell your team to take time for themselves, if they don’t see you doing it, they will assume that it’s not okay. A great example of this is how we behave during holidays, are you still sending emails? If so, you might as well be telling your team that it’s not ok to truly disconnect while on holiday. (Read more about disconnecting while on holiday here). 

By creating balance and support, individuals can enter and stay in their optimal zone of functioning, which is a healthy and stable state of well-being.

Read “Why daily exercise should form part of your corporate strategy – By Ollie Phillips” here.

Optimist view:

At Optimist Performance, we believe that great individuals and teams start with well-being. This is why, in our leadership and coaching programmes, we not only focus on business issues but also consider how personal challenges could be impacting our professional lives. 

Learn more about our coaching programmes and book your free call to see if we are the right fit.

Are you ready to get the best out of each person on your team, including yourself? Then you need to start looking at the human behind the performance. Get in touch with us today to learn more about how we can help you and your team become the best versions of yourselves.

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Team as a Collection of Strengths

In the corporate world, a team functions much like the England Rugby Team. It is a collection of individuals, each with distinct strengths and capabilities. When these strengths are recognised and effectively harnessed, they propel the team—and, by extension, the business—towards achieving remarkable goals.

Benefits of Playing to Your Strengths

Increase engagement and productivity and reduce turnover

According to a Gallup analysis people who use their strengths every day are three times more likely to report having an excellent quality of life, six times more likely to be engaged at work, 8% more productive, and 15% less likely to quit their jobs.

Increase individual overall well-being

According to studies; by using our strengths, we can feel an increase in happiness, improve our relationships, build resilience, strengthen our ability to overcome problems (Hammond, 2010), and enhance our overall well-being (Linley et al., 2010)

“In an intervention promoting people’s top five character strengths at work, employees reported increased life satisfaction and psychological well-being.”

(Forest et al., 2012).

Enhance performance

Team members who not only feel better about themselves and the contribution they’re making but who also feel engaged will perform better, which undoubtedly will enhance their performance and therefore the performance of the team and business. 

How to tap into strengths??

Identifying individual strengths begins with a thorough assessment process. Tools like personality profiles, strength-finding surveys, one-on-one coaching sessions, and peer feedback can help uncover the unique capabilities of each team member. 

Once everyone in the team has identified their strengths, we need to bring these strengths together. First, we need to gain awareness about our own and others’ strengths and then work on how everyone can use those strengths to enhance collaboration and performance. 

Another way we can use our strengths is to understand possible conflicts and gaps. Knowing our own and others’ preferences and strengths can help us foresee possible conflicts but also be more empathetic in managing them. Additionally, we can identify gaps. Games like The Empty Chair help us reflect on the possible gaps we may have as a team and create better strategies. 

Read more about using this knowledge to increase team performance here. 

The Optimist View…

By embracing the concept of “Play to Your Potential,” companies can unlock the full potential of their teams, helping to drive performance, productivity, and employee satisfaction. 

Just as the England Rugby Team thrives on utilising the unique strengths of each player, your business can achieve remarkable success by recognising and harnessing the individual strengths within your team.

At Optimist Performance, we believe in playing to our potential, which is why we use diagnostic tools and expert coaches to work with individuals and teams to delve more deeply into strengths and preferences, avoiding a “sheep dip” approach. 

Are you ready to unleash your team’s potential? Get in touch with us and learn more about how we work with individuals and teams to do just that. 

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Grisham’s story is truly inspirational, and if you don’t know it, you can read it here. It underscores the importance of understanding oneself and having determination on the road to professional fulfilment. As he navigated through setbacks and rejections, his unwavering belief in his creative vision propelled him forward. 

The importance of understanding oneself on the road to professional fulfilment

But amidst the hustle and bustle of our daily lives, how often do we pause to reflect on our own strengths, weaknesses, and motivations? Not everyone possesses the same level of belief or can invest time or resources in self-discovery tools or therapy. However, in the professional realm, forward-thinking companies do invest in diagnostic tools.

Click HERE to find out more about Optimist Diagnostics tools.

In our fast-paced world, where work and life demand our attention, cultivating self-awareness is more vital than ever. By understanding our unique strengths and limitations, we can navigate challenges, communicate effectively with others, and contribute meaningfully to our teams and organisations.

Consider the role of self-awareness in our interactions with colleagues and superiors. How often do our biases and insecurities colour our perceptions of others? How might a deeper understanding of ourselves enhance our ability to navigate workplace dynamics, fostering collaboration and trust? By exploring our values, passions, and long-term goals, we can align our professional pursuits with our deeper sense of purpose, leading to greater satisfaction and success.

So, as we reflect on Grisham’s journey and the wisdom it imparts, let’s also contemplate the role of self-awareness in shaping our own paths forward. Let’s embrace the journey of self-discovery with courage and curiosity, knowing that personal growth and professional identity are intertwined chapters in the story of our lives. As we navigate our uncertain roads ahead, let our deeper understanding of ourselves serve us with illumination, clarity, and insight.

We can’t help but wonder what insights our diagnostic tool would reveal about Grisham. It’s a thought-provoking notion, and if Grisham happens to stumble upon this piece, we’d be thrilled to delve into it together. Ready when you are, John!

Explore More About Optimist by booking a Discovery Call HERE.

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Up-and-coming leaders often hear the advice that to land those high-ranking roles, especially in the C-suite, they’ve got to show some “executive presence” (EP). Traditionally, this boiled down to three things: having gravitas, nailing communication skills, and looking the part. But how have our ideals about EP changed over the past decade, and what are they today?

Gravitas: Inclusiveness and Respect for Others. Traditionally dominated by confidence and decisiveness, gravitas now places a premium on inclusiveness and respect for others. For leaders creating high-performance teams, this signals a crucial shift towards fostering diverse and inclusive environments. Encourage team members to appreciate and support each other, ensuring everyone feels valued. MGM Resorts International’s “culture of yes” serves as an exemplary tactic, empowering employees and enhancing their work experience.

Communication: Zoom Mastery and “Listen to Learn” Orientation. The accelerated adoption of virtual communication has elevated the importance of Zoom mastery in the EP playbook. Developing leaders of high-performance teams should involve honing virtual communication skills. Additionally, the emphasis on a “listen to learn” orientation reflects the contemporary preference for leaders who prioritize understanding before deciding. Develop these traits within your team, fostering an environment where diverse perspectives are actively sought and valued.

Appearance: Authenticity in the “New Normal”. Authenticity emerges as a newfound treasure in the appearance category. Leaders are now expected to showcase who they fundamentally are, shunning outdated ideals. Getting the most out of your high-performance teams requires cultivating authenticity within team members. Encourage them to embrace their backgrounds, values, and unique strengths. Sundar Pichai’s adaptable yet professional style exemplifies dressing for the “new normal,” demonstrating the importance of aligning appearance with the evolving hybrid workplace.

Strategies for EP Development in Team Creation

1. Deliver Informed Empathy: Drawing inspiration from MGM Resorts International, encourage leaders to understand and respond to the unique challenges faced by their team members. Informed empathy can enhance morale and foster a positive work environment.
2. Hire and Utilise Diverse Talent: Following Dyson’s example, emphasise the value of a diverse workforce in driving disruptive innovation. Leaders building high-performance teams should actively seek out and leverage diverse talents to fuel creativity and success.
3. Proactively Manage Virtual Meetings: Borrowing from Reginn’s CFO Rosa Gudmundsdottir, instil best practices for high-impact virtual meetings. Ensure that technical aspects are addressed, relevant materials are shared in advance, and everyone has an opportunity to contribute.
4. Engage Eye-to-Eye: Encourage leaders to adopt a “listen to learn” orientation, drawing inspiration from Jørgen Vig Knudstorp’s approach at Lego. Actively seek insights from various stakeholders, both internal and external, to inform decision-making.
5. Showcase Roots and Values: Taking a cue from Thasunda Brown Duckett, leaders should be encouraged to embrace and showcase their backgrounds and values. This authenticity fosters connection and understanding within the team.

Conclusion 

The evolving rules of executive presence demand adaptability and a keen understanding of the current leadership landscape. For those coaching high-performance teams, it’s crucial to integrate these new elements into leadership development strategies. By aligning with the contemporary expectations outlined in Hewlett’s article, leaders can inspire their teams to greater achievements and contribute to the flourishing of their organisations in this dynamic era of leadership.

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Christmas Event Activities for your next team away day 

Work Christmas parties are a great way to get away from the office and work-related responsibilities. There are many activities to do together to make your time fun and enjoyable, and we have collected some ideas that could help you make this year’s party more special for you and your team. 

Gingerbread house decorating competition

Most of us love a healthy competition, so why don’t use your Christmas party as an opportunity to make your team work together on something fun? Gingerbread houses can be tedious, especially if you are making them from scratch. Depending on the number of gingerbread houses you need, it may be worth investing in a kit to speed up the process. Working together in teams to decorate the best gingerbread house will inspire creativity, and build communication and teamwork skills. 

Gourmet hot chocolate bar

Who doesn’t love chocolate, marshmallows, whipped cream, and candy canes in a cup? Hot chocolate is a classic Christmas beverage for everyone! Although alcohol may be involved at a party, it’s not for everyone. It’s also good to consider those at the party who don’t drink alcohol. Everyone can enjoy a cup of hot chocolate.

Merry mystery party

The theme of your event is Christmas but why not add a little mystery to it too? Someone from your office who loves to write could write a mystery story tailored to each person. You could also find a murder mystery kit on Amazon. Have your team dress the part and figure out who murdered Papa Elf. This creative idea will be one for the books!

Holiday photo booth

Hire a photographer or take your own photos to capture your Christmas event! Create a Christmas-themed photo booth. Supply props such as Santa hats, elf ears, and signs to encourage everyone to dress their best. Be sure to get an entire team picture to hang in the office Monday morning.

Holidays around the world

Everyone has their own traditions and learning about someone else’s helps you get to know them better. Hopefully, you have a culturally diverse team. Take the time to explore different recipes and holiday celebrations of others. Create a signup sheet for each person to bring their favourite holiday food or activity to share. This will make your event insightful, unique, and inclusive.

Christmas card making

In the world of technology, sending an email or popping a quick text is quick and simple. Sending snail mail is a dying art. Supply your team with all the materials to design and create a Christmas card. Cardmaking is a low-budget activity. It’s an opportunity for each person to express themselves. You can use this opportunity to express gratitude to someone in your team. 

Team Away Day Venues

A team away day requires planning. There are many important things to do. One of the most important things is finding the best place to host an event. So here are some things for you to consider when planning your Christmas party this year. 

Location

First, finding the right location for your team’s away day is key. Depending on your event, you may be looking to host it locally or out of town. If you’re hosting a local event you should scout out a venue within a reasonable distance from attendees’ homes or workplaces. Also, you’ll need to consider the weather to decide if the location is indoors or out.

Parking

Parking is not always ideal which is why it should be considered when planning an event. If there is no parking, you may have to reserve a nearby lot and have a parking fee or include the cost in the ticket price. You should also look at Uber and Lyft discounts offered for events. Sometimes it is convenient for attendees to share rides with one another. Lastly, you could possibly offer valet parking for the event. 

Capacity

When planning an event, you will need to know the capacity of the room. There are fire safety codes that venues must follow. Therefore, a room with a capacity of 500 people can comfortably fit 250 people. 

Services and amenities

There are several things to consider if you are planning to serve food and beverages at your event. First, is there access to a kitchen and can the event be catered? Be sure to go with a venue that serves fabulous food or allows you to bring in outside food vendors for the best attendee experience. Also, find out whether or not you will have access to tables and chairs and whether or not the venue offers a clean-up crew. Some venues provide audio-visual equipment while others require you to bring that yourself. 

Layout

Another key component to planning an event is getting a sense of the venue’s layout. You will need to have a rough idea of what activities you will be doing at the event. This will help you determine what type of space you will need. In order to narrow your venue selection down, get a floor plan of the venue or do at least one walk-through and take notes as you go. Consider the traffic flow of your event and the event activities. For example, determine how you will set up the tables and whether or not you will need a stage for a keynote speaker.

Accessibility

The venue needs to be accessible to everyone, including those with special needs. The amenities must be easy to access. You will need to know who your attendees are and their needs so that you can provide the correct and best accommodations possible. 

Acoustics

There is nothing worse than attending an event where it is too loud to comfortably talk and hear others. This is often caused because of the poor acoustics in the venue. A low ceiling may seem more cozy but it will be very loud if it is packed with a large crowd. Acoustics will not make or break a venue but if you have access to patios outside the venue, this can help.

Flexibility on the event date

Being flexible on the event date can be a great way to negotiate with different venues. They may have specific dates on their calendar that they are trying to book. You are more likely to get a discounted price by providing two to three different dates. 

The Optimist view…

Planning your next team away day should not be an overwhelming task. The holidays make the purpose of the event or party simple. Whether you want to go easy or create a different event is up to you, but ultimately, the purpose is to spend time together, get to know one another away from the office and on a more personal level and celebrate a special occasion. 

At Optimist Performance, we love to go out of the norm, this is why we love planning team away days that are like no others. If you want to make this year’s party even more special for your team but feel like you don’t have the time or energy to organise it, get in touch with us and see how we can help you create an unforgettable event for you and your team.

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If the last few years have taught us anything, it is that no matter how much we try to avoid uncertainty in our life, we can never escape it. The reality is that so many things are out of our control but will impact our lives. 

You have probably heard this a million times before. Still, by way of example, when I played rugby for England, we used the phrase “getting comfortable with feeling uncomfortable”, and this is exactly what being antifragile means. Back then, it meant getting our heart rates up before training to get comfortable with that level of stress.

While I am not expecting people in the office to get their heart rates up intentionally, we can still train ourselves to be comfortable with uncomfortable situations. 

A great example of this is Netflix and their monkey chaos strategy. “The team created a custom tool that was explicitly designed to cause chaos in their system at unexpected times, popping out of no-where and wreaking havoc in their network.”

What does antifragility mean?

Nassim Nicholas Taleb came up with the term antifragile in 2012, describing it as “things that gain from disorder.” 

Being antifragile is different from being resilient because you don’t only recover from adversity; you actually get better by it. Considering the times we live in, it seems we could all benefit from being more antifragile both in our professional and personal lives.

In the book Ikigai, the authors describe 3 things we can do as individuals to become more antifragile: 

• Create more options, don’t put all your eggs in one basket.
• Bet conservatively in certain areas and take many risks in others. 
  • Taking small risks that might lead to great rewards.
• Get rid of the things that made you fragile. Setting good riddance goals. 

These tips are incredibly useful for any individual, but if we want to become antifragile in every aspect of our lives, we’ll need to shift our mindset. 

You can read more about ikigai here.

How can we shift our mindsets to become more antifragile?

This can seem challenging, but the reality is we already are more antifragile than we think. How our bodies react when doing weights is a great example of physical antifragility. We create a stressor in our bodies, and our bodies get better by it. (You can read more about stress, our bodies and antifragility here)

The same can be said about our minds; the majority of us learn and grow from challenges. Google did a thought experiment called “The eraser test”, where they asked people if they would erase the traumatic events in their lives, consequently erasing all that came from those events too. A surprising 99.99% of people said they wouldn’t erase it. The reality is that those challenges make us learn and grow. 

So, how can we shift our mindsets? We can use stoicism as an example. The stoic put themselves in difficult situations even when they aren’t real, just to get comfortable with it in case the worst scenario happens. For example, they imagine (some even live it for a while) how it would be to be poor even if they have a very comfortable and wealthy lifestyle. 

We can use this tool for ourselves and our teams too. We can imagine challenging situations and explore how they would make us feel and how we would act. We can also put ourselves in difficult but controlled situations to get used to that uncomfortable feeling. This is what getting our heart rates up did to my rugby team: it prepared us for real games. 

So, how can we build an antifragile team?

Create trust. Trust is, for me, the most important ingredient to building an antifragile team. By creating trust, people will feel more comfortable dealing with the unexpected, making mistakes or raising concerns. 

Mistakes are a good thing. While no one wants to make mistakes, we can’t always avoid them, and the reality is that we shouldn’t either. By making mistakes (as long as they are not exponential), we can learn and grow. 

Allow space for innovation. The more restricted we are in our teams, the bigger the chance that a small change will disrupt them. However, if we continually strive for innovation, we will be more accustomed to uncertainty as part of the process. 

Read more about how to look at uncertainty the Optimist way. 

Reduce the resistance to change. According to the change management theory, our resistance to change has to be lower than the effort that change will demand. If we work on making change normal, we will decrease our resistance to change. 

Take small risks. Become used to risks. In business and life, there will always be a certain amount of risk; this, however, increases exponentially in uncertain times. If we continually take small and controlled risks, we will get comfortable with them. 

The optimist view…

The question “what would happen if I get hit by a bus tomorrow” aims to help prepare the team for any unpredictable challenge. I still look both ways when crossing the road, but my goal is that everyone in the team becomes comfortable with taking risks, making decisions and taking ownership of their roles. 

At Optimist Performance, we work with businesses to explore, engage with and evolve their team values, behaviours and culture. It’s an iterative and co-creative process so that teams are committed and involved at every stage of the process, resulting in them being better prepared for uncertainty or the unexpected.  This means that no matter what happens, having built into the process and stress tested along the way, a team’s ability to get comfortable feeling uncomfortable, those involved can be confident and prepared for what happens next.  

Get in touch with us to learn more about how we can help you and your team get ready for uncertainty and change.

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86% of employees in leadership positions blame lack of collaboration as the top reason for workplace failures. In addition, companies that actively promote communication and collaboration have been proven to reduce staff turnover by 50%. 

While we all know the importance of collaboration between teams, making it happen in practice may not be as easy as we would hope. Many factors have an impact on collaboration and can make it even more challenging to achieve, to mention a few: fast-growing organisations where it’s difficult to know everyone, remote working, and company acquisitions where different cultures and teams are brought together. 

Furthermore, each team has their own priorities, ways of working, language and goals. However, as a leader, it’s your responsibility to ensure collaboration takes place not only within a team but across the whole organisation. 

99.1% of employees prefer a workplace where people identify and discuss issues truthfully and effectively, but less than 50% say their organisation does it effectively.

Common goals to promote collaboration 

Having common goals and, more importantly, communicating these effectively to everyone in an organisation is critical for collaboration. 

Every team has their own deadlines, projects, and priorities which may or may not align with other teams. This can too easily create silo working and competition between teams. While competition can be constructive, it can also easily spiral out of control.

As a leader, you need to ensure that the organisation has common goals and that everyone has clarity around the part they play in achieving them. 

Recognition is also crucial to collaboration. Failing to appreciate the efforts of everyone involved can create a rivalry between teams. 

Human connection is key for collaboration

54% of employees say a strong sense of community (great co-workers, celebrating milestones, a common mission) kept them at a company longer than was in their best interest.

Most people don’t like asking for help, particularly in the workplace. It raises the fear of being seen as incompetent and weak. This becomes even more overwhelming when you don’t know who to ask or don’t have any connection with them. 

In small businesses, it’s easier to know everyone, but for big companies, this can be a real challenge. 

Making sure that new hires have adequate time to get to know each department’s personnel, as well as their roles in accomplishing organisational goals, can make them feel more at ease with the new role.

You can also set aside time for socialising amongst departments outside of the office.

50% of the positive changes in communication patterns within the workplace can be accredited to social interaction outside of the workplace.

Away days and team-building activities can help, but you should also find a time that people can share in their day-to-day, like lunch or 1-to-1 calls, or bringing different people or teams together to collaborate on a particular project.

Get in touch with us to learn more about our Optimist Journeys. 

The latter may require time and effort but has the potential to achieve great results, not only in terms of fostering a culture of collaboration and support but breaking down silo working.

When we have a connection with other people, we feel more comfortable asking for help, and we are also more willing to collaborate and help each other. 

Creating relationships outside of the workplace can be key to improving communication and collaboration as well as reducing turnover and increasing employee satisfaction and engagement. 

Collaboration must happen even when apart

33% of employees say the ability to collaborate makes them more loyal.

Remote working has made collaboration more challenging, for some more than others. However, the fact that we are not in the same space makes intentional collaboration even more critical. 

At Optimist Performance, we all work from home 95% of the time. However, this hasn’t adversely affected our relationships. We pick up the phone and call each other regularly and take a few minutes at the start of internal meetings to chat informally, to share and update. We prioritise face-to-face contact not only through client meetings and events but also by scheduling contact days for focused and collaborative working. 

We are conscious that we are all different and have different needs. To use an example, one person in our team has mentioned that even though she loves working from home, she feels quite lonely sometimes, so we have scheduled a couple of short calls a week, apart from our regular meetings, just to have a chat. Whether diarised or spontaneous, creating a culture for regular connection and contact is crucial.

There is not one solution that works for everyone; the main thing is that you are open and honest with each other and are willing to make an effort to create that connection even if you are a world apart. 

There can’t be collaboration without empathy

Connecting with people in other teams can be challenging because frequently, we don’t understand what they do, how they do it, or even the language they use.

This lack of awareness can make us underestimate our colleagues’ jobs. For instance, asking for something and not giving enough time to do it or failing to recognise there are competing priorities can result in conflicts or resentment.

Although it’s not realistic or desirable to have oversight of everything other people do (that’s why we have different departments), being aware of what is realistic and achievable for colleagues can help to foster a culture of collaboration.

The Optimist View…

We know creating teamwork and collaboration between departments is not easy, but a team doesn’t work just by putting people together. Different teams won’t work effectively together just because they are part of the same organisation. As a leader, you need to be intentional about creating collaboration between teams.  

Our bespoke programmes are designed to create a safe space where people can forge connections to enhance collaboration in and out of the workplace in the longer term. 

We actively encourage people to explore the blocks and boundaries of positive team culture and then help them articulate and build a lasting and achievable one. Our focus is on experiential learning, so we’ll challenge people to test out their ‘brave new world’ through active and upbeat teamwork away from the office. This is reinforced by working together to embed key values at the core (including teamwork and collaboration) of the day-to-day business. 

Get in touch with us today if you want to know more about what we do and how we do it. 

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But while companies use team building to bring people together and help build productive relationships, there seems to be one huge catch… A YouGov poll released earlier this year found that businesses’ ambitions to build more cohesive teams don’t always resonate with their staff. 

In the survey, they found that people find the activities embarrassing or cringeworthy, with many finding the prospect of it dreading, and only 44 per cent of people feeling that they and their team could work together more effectively as a result of the exercise.

This brings us to the question of why companies are still doing team-building exercises. Whilst it’s fair to question and important to scrutinise all business activity, it’s definitely not the time to push team-building to the side. 

Studies show that relationships are hugely beneficial for mental health; 75% of employers rate teamwork and collaboration as “very important”. In addition, teams and groups tend to innovate faster and find better solutions to problems and working in a team positively affects job satisfaction. 

Additionally, stats data also tell us that team building improves communication and productivity and it helps to create a feeling of belonging between team members.

We have learned from experience how beneficial it is to get the team together outside of their regular activities. However, the activity itself is not the focus of team-building exercises. The exercise should be used as a tool to examine both team and individual behaviours.

How to create a successful team-building activity?

Nobody wants to invest time and money in something that won’t help their team and can possibly make them feel uncomfortable. So, how can we ensure that our resources are well used, that the team has a great time, and most importantly, that it will benefit the team in the long run?

To help you build the experience you want for your team, we’ve gathered some tips that we use with every one of our clients:

1. It’s not the exercise; it’s the purpose behind it that matters

A team-building activity is not really about the exercise itself; the relevant part is what you are trying to accomplish with it. 

Before you start planning any activity, take some time to reflect on what it is that you want to achieve. These are some of the questions we always ask ourselves and our clients:

• What are the main challenges you and your team are facing? 
• What would great look like? 
• What do you need/want to take out from the experience?

Asking the right questions will give you the foundation to create a well-thought-out programme for your team-building activities. Without this programme or plan, it will be challenging to take out anything from the activity more than a fun time which for some people won’t even feel fun at all. 

2. Focus! You can’t tackle everything at once

Trying to get the most out of a team-building day, activity, or programme makes sense. Unfortunately, many companies make the mistake of biting off more than they can chew. 

To really maximise the benefits of any activity or programme, you need to start with the foundation. Then you can move on to other challenges along the way. 

Furthermore, long-lasting change takes time. If you really want to make a real impact on your team and business, you need to dig deep and give people enough space and time to reflect, react, test and adapt. 

3. You need to know your audience

Not every exercise works for everyone; before you ask people to jump off a cliff, hold their hands together or build anything, you need to think about who you are working with. 

One of the main questions we ask every client is what their employees are like. The more you know about the group, the easier it will be to create an activity that works for them. 

In addition, you need to make it relevant to them. Every team and company is different, so you need to make sure that whatever you do is truly aligned with them and their challenges. This will also keep people engaged in the activity. 

4. The relevant part is found after the exercise

Even if you create the most amazing activity, you won’t create change unless you reflect on it. This is why for us, the most important part of any team-building activity is the reflection time before and after the exercise. 

Before you ask people to do something they may not want to do, you need to clarify why they are doing it. 

In the same way, after the exercise, you need time to reflect on how people acted during the exercise, how these behaviours impact the individual and the team, and what you can do better in the future. 

As an illustration, we’d like to share some comments we received from one of our away days:

Fantastic stuff! The exercises are pretty simple in nature and even though we solved all of them without a hitch, we still failed over and over again. It’s all about perspective, and this session really highlighted this beautifully.

5. React & Adapt! You need to be able to adapt and change quickly

Sometimes, you can prepare a great programme just to find out after the first session that it didn’t resonate with your audience. But don’t worry, that’s fine, as long as you can reflect on what happened and change the route. 

This is why it is crucial to ask for people’s reflections on the day. Whether you are organising the activity for your team or outsourcing the task, no one can read minds or be right all the time. We all make mistakes, but most people are willing to give a second chance if they feel like they have been heard and taken into consideration. 

6. Create a safe space

Taking people out of their comfort zones is never easy, and working with a team where everyone is different makes it even harder. This is why to create a successful team-building activity; you first need to create a safe space for the team. 

Communicate to people why they are there, what they can and can’t do, and most of all, instil confidence in everyone that this is for their own benefit. 

We know how difficult it is to make a group of people feel comfortable; this is why we love working with teams in the long term. This enables us to build trust among the group and allows them to open up and be vulnerable, which is crucial to real change.

Another part of making people feel safe and comfortable during a team-building activity is to ensure they have the time for it. We all are extremely busy, so taking a half or full day to do anything that is not making your to-do list smaller may seem like a waste of time.  Therefore, be mindful of how much time people have and avoid giving them more than they can handle. Otherwise, they’ll wish they could spend the entire time at their desks working on deadlines.

7. Measure your impact & ask for accountability

We mentioned above that you need information to adapt, but you also need the information to measure your impact. What’s the point of doing anything if you don’t know if it is working? 

Additionally, you need to prepare for accountability. What are the takeaways, and what are people committing to? Two or three hours a month won’t change anyone’s life; the real impact comes from having actionable tools to put in place in their everyday lives. Also, because we all know how much of a challenge is to create or break a habit, you need to have a plan for keeping people accountable. 

The Optimist view…

The above may seem a bit daunting. However, it’s the only way you can benefit from team-building activities instead of being one more of the people who end up dreading a day out with their team. 

At Optimist Performance, we specialise in creating behavioural change programmes for teams and companies. So, if you are wondering what to do for your next team-building event, get in touch and learn more about how we can help make your team-building day a success. 

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Some of the most successful businesses are those that have built a happy and motivated team. However, building a successful team is not simple. It requires real commitment, careful planning and most importantly, it needs to start at the top.

Team Building is not just a buzzword

A fun team day away from the office (virtual or otherwise) once or twice a year is wonderful, but unfortunately, it is not enough to create the dream team.

“The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” – Babe Ruth.

In the same way a business has a growth or sales strategy, you need a long-term plan to build a team for success. You need to be clear and deliberate about your people strategy. 

What are the main challenges you are facing in order to achieve this? What would you like to address first? Every business will have a unique strategy; take the time to reflect on what the people in your team/organisation need and how you can help them become the dream team.

If you need help building a long-term plan for your team to thrive and succeed, get in touch with us. This is what we specialise in.  

Don’t tell people what to do; show them how to do it. The best leaders lead by example. Before trying to change the whole team or organisation, you must ensure that the executive team is on board and committed to the plan.

Company Culture and Values are just words…

In today’s world, having a solid company culture and values is essential, and it will also serve as the foundation to build your dream team. Customers and employees alike choose a brand based not only on the services or products they offer but also on how authentic and relevant the culture and values embodied by the brand are to their daily lives.

However, culture and values are just words unless they are translated into behaviours. If one of your company values is trustworthiness, what does this mean in everyone’s daily working life? A word can mean different things to different people; this is why it’s important to have clarity not only on what the culture and the values are but how you and the rest of your team live those values day in and day out. 

Aim for sustainable growth

The need to grow the team is a great sign. However, many businesses make the mistake of beginning the hiring process without first considering the people they need and want to succeed. Or how they can potentially signal a shift in the culture and values they’re looking to build and embed. 

Sure, depending on the role, asking for years of experience and a degree can be helpful, but we all are more than just our last job title and professional expertise. It may be better to hire someone who lacks experience but truly aligns with your company’s mission and is eager to learn and grow than to hire someone who has relevant experience but is simply looking at the paycheck.

It will be easier for you to find the ideal fit for your team if you are confident in the culture, values and people’s strategy that set your company apart.

You should also prioritise retention and engagement as you grow your team. While it could take you a little longer to induct and train someone with less expertise and experience, hiring a new employee every year will cost you more time and resources in the long run.

In addition, you need to consider how your team members will progress in the longer term as part of your people strategy. Lack of development and growth is one of the main reasons people quit their jobs. Enabling your best talent to access development opportunities will make them feel valued and motivated. Furthermore, it will allow you to start building your succession plan.

If you have a clear long-term plan for the development of your people, you can differentiate yourself from competitors, improve people’s sense of belonging and ensure that the people who stay are engaged and aligned with your culture and values. 

Plan well but don’t forget the execution

No matter where you start—whether you already have a one-year plan in place or you simply took your team outside for a day to talk about how to become a stronger team—execution is the most critical step.

No need to worry. You don’t have to jump in headfirst or attempt to address every problem at once. The important thing is that you start. People want to see that actions are taken, even if small and incremental. This will maintain their engagement and commitment to change. 

When thinking about execution, you must consider what you are committing to and how you will hold yourselves accountable. Whether it’s a new tool, technique or way of doing something, you need to plan for accountability. 

Share a doc where everyone commits to something, record a video, or sign an agreement; it doesn’t matter how you do it, as long as everyone is committed. 

The Optimist view…

Building your team for success is not an easy task. It takes time, you’re bound to make some mistakes, and you’ll need to adjust your plan along the way. However, to achieve the company’s growth and revenue targets, you will need the best from everyone in the team. 

Focusing on people and culture may not seem a priority if you are looking at revenue, but the only way you will get there is by building a successful team to support you on the journey.

At Optimist Performance, we help companies build their team for success. We’d be happy to work with you whether you want to start building and delivering your long-term plan or are just at a starting point for developing one. 

We will create a bespoke programme for you, either for a week, a month, six months or a year. We will focus on what you and your team need and work with you flexibly and collaboratively along the way to ensure your success. 

The post How to build your team for success – By Optimist Performance appeared first on Optimist Performance.

“I wanted to become a doctor because I wanted to serve others…I’ve shared the lives of patients and staff members of the hospital, I’ve laughed with them, I’ve cried with them, this is what I want to do with my life.” – Patch Adams Movie

When we look back on our lives, the things we remember the most are the experiences we shared with others, some good, some bad, but all of them have made us who we are. At Optimist Performance, we are firm believers in the power of shared experiences, which is why we have made it our mission to use them as a catalyst to create long-lasting change. 

However, the power of shared experiences is not only something we believe in; we also have science backing us up. 

The benefits of shared experiences:

When talking about experiences, we are not only referring to the extraordinary ones (like going to the north pole or climbing Kilimanjaro). Yes, extraordinary adventures are amazing, but according to science, the crucial part is not the experience itself but who you share it with. 

Our founder, Ollie Phillips, is a fantastic illustration of this. When we asked him which adventure was his favourite one, his answer was “cycling across America, it wasn’t the most extraordinary one, but it’s the one I remember the most because I went with my wife, Lucy.”

Positive shared experiences enhance our feelings of belonging, connectedness and sense of meaning. Additionally, it boosts our self-esteem and decreases feelings of depression, anxiety and isolation. 

Furthermore, we shouldn’t focus on share experiences only with people we know and with whom we have things in common. Spending time with younger people, for example, can challenge our thinking and foster innovation while also enhancing our sense of purpose if we feel like we are teaching or helping them.

We don’t even really need to share these experiences with someone we know and already like. According to a recent study from Psychological Science, sharing experiences, even with complete strangers, makes us rate those experiences as more meaningful.

In addition to being good for our mental and emotional health, shared experiences also foster empathy and are linked to good physical and cognitive health.

Furthermore, it’s not only sharing these experiences that have a positive impact on us. Even talking about them with others benefits our well-being and life satisfaction, according to studies. 

How can we maximise the power of shared experiences?

Given that loneliness has been identified as one of the largest issues facing society today and that we are spending more time alone than ever (working from home for young people, for example, can be quite lonely). We could all benefit from shared experiences. 

So, we have created a list of ideas on how to maximise the power of experiences:

Leverage your time. Instead of trying to find time that you probably don’t have, we can make our time “multitask”. Take this company as an example; they have their Wednesday meetings while walking in the park. Using the time we spend on everyday activities and turning them into experiences can be a terrific way to make your time multitask. Furthermore, you don’t really need to be in the same room. Consider making a phone call to a co-worker over lunch (research shows that sharing a meal helps us build social connections and communities) to catch up on your weekend or turn a solo activity into a group activity. For instance, our team likes to get together on zoom for “brainstorming sessions”. During these, we just talk about ideas, points of view, etc.… it helps our creativity, but it’s also a bounding moment when we are not alone.

Mix things up. The holiday period can be a great time to spend time with people you normally wouldn’t. If the person you normally work closely with is on leave, ask someone else to collaborate with you or just ask for their opinions over a face-to-face or virtual coffee, You can also use your onboarding to mix things up. If you are a senior in your company, make some time to help young/new people to get situated, you never know what you can learn from them. 

Share, share, share. If you work from home and don’t see much of your co-workers, use your daily or weekly meetings to share your experiences, what you’ve done on the weekend or what you did while on holiday. Most of us can relate to other people’s stories, and it can help us discover more about other people. We always use the first 15 minutes of our morning meetings to talk about our weekends, and yes, maybe we are taking 15 minutes that we could be working, but because of that time, we feel more connected to one another. 

Change the environment. Create a memorable experience for your team by getting them out of their daily routine. Whether you work in the office or at home, it’s difficult to put day-to-day work aside to discuss other things that are maybe just as important. By changing the environment, you can give people the time and space needed to reflect on different aspects of their work and personal lives. Being together outside of routine tasks also fosters a sense of belonging and connection.

At Optimist Performance, we love creating unforgettable memories that have an impact on people. If you need assistance organising your next team event, get in touch with us.

The Optimist View…

“I will never tell you a story that starts with I was alone one day…”, our founder Ollie Phillips used to say. The experiences we have become part of who we are; they have the power to transform us. However, it’s the experiences we share with others, the ones that we remember the most. 

At Optimist Performance, we specialise in creating experiences that will help you grow both individually and as a team. If you want to bring your team together, strengthen your company culture and values, or make sure the whole team is rowing in the same direction, get in touch with us today and see how our leadership journeys can help you and your team maximise your potential.

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