|
Time:
In total we estimate this exercise will take 75 minutes.
Aims: • To identify specific actions that will enable groups to achieve a shared vision. • To help individuals see how they will contribute to the achievement of a shared vision.
About
Time: The exercise in this module can be complete within 45 minutes. In total, allowing for discussion, we recommend allowing 75 minutes to complete the module.
Aims: • To identify specific actions that will enable groups to achieve a shared vision. • To help individuals see how they will contribute to the achievement of a shared vision.
Group Size: This module is suitable for use with most workshop/courses but is not recommended for use where the group has more than 25 participants (e.g., conferences).
Useful For: Staff at all levels working in a team. It is particularly well suited to new teams formed for a fixed period to manage/implement a project.
You'll Need: • Plenty of sheets of thin A4 card. • A selection of coloured pens (felt tip pens are ideal).
Notes: This module allows the group to share their ideas on how they intend to work together to achieve a shared vision. The group need to be clear about what their vision is. If this isn’t the case, then you might wish to use the module, Creating a Shared Vision beforehand to achieve this.If you are using the organisation, or team’s vision statement, you will need to pre-prepare a visual aid (PowerPoint or Flipchart) to display at the start of the exercise.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
Great activity to enable teams to collaborate and work together in building a shared vision/strategy for the team.
|
Donna Rodgers
rated this item with 4 stars.
|
|
This is a good activity to run in conjunction with ‘creating a shared vision’ and is the logical next step. It was good for helping individuals identify the specific steps that are needed to create a shared vision. It was a good activity for placing some onus on each group member to realise how it is the individual parts that make up the whole. There is a little bit of preparation needed for this one, so make sure that you are able to access the additional resources outlined on the Trainers' Library website before you think about running this one.
|
Previous Member
|
|
|
|
Time:
In total we estimate this exercise will take 60 minutes.
Aims: • To enable participants to be able to define coaching and its purpose. • To explain the key differences between coaching and mentoring. • To enable participants to describe a basic coaching model. • To identify the core skills required by effective coaches.
About
Time: This exercise will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims: • To enable participants to be able to define coaching and its purpose. • To explain the key differences between coaching and mentoring. • To enable participants to describe a basic coaching model. • To identify the core skills required by effective coaches.
Group Size: This module is suitable for use with groups of up to 24 participants.
Useful For: Staff at all levels.
You'll Need: • Plenty of space for participants to work in pairs for this module.
Notes: Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
This is a great introduction to coaching which I used for a group of 6 managers from different parts of the business recently. It opened their eyes to the differences between coaching and mentoring in particular. Whilst practicing during the two days we spent together, the GROW model helped the managers to get in to the right flow. Thanks team - yet another great tool!
|
Lottie Skuthe-Cook
rated this item with 5 stars.
|
|
This module was a great introduction to coaching and the group of managers whom I was working with found it extremely valuable. The exercises challenged them all however they found them useful and interesting and extremely valuable to be able to practice new techniques in a controlled and safe environment. The GROW model is simple and effective and the managers all felt this is a model they could take back to the office and use effectively with their team members; after a little practice! Thank you Glasstap.
|
Jayne Dark
rated this item with 5 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 90 minutes.
Aims: • To encourage participants to think about how they would introduce a change programme. • To consider the importance of establishing a sense that change is essential and urgent. • To encourage participants to think about how they'll sustain change.
About
Time: This exercise will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 90 minutes to complete this module.
Aims: • To encourage participants to think about how they would introduce a change programme. • To consider the importance of establishing a sense that change is essential and urgent. • To encourage participants to think about how they'll sustain change.
Group Size: This module is suitable for use with groups of up to 15 participants.
Useful For: Managers.
You'll Need: Nothing other than the materials provided.
Notes: The primary aim of this exercise is to encourage participants to think about how they would introduce and communicate the need for change, and how they would manage the process of change, rather than to think, in detail, about what changes need to be made. However, if you prefer to give this exercise a broader perspective to include elements of strategic thinking and project management, you may wish to give participants longer in order to think about and plan in some detail, how they would change the mail-order operation in Beastly Barbecues, as well as how they’d then communicate and manage that change programme.
Label
Reviews |
|
I introduced this exercise into a senior leadership programme where the MD was concerned about the energy of his team in embracing and driving change. The exercise went well and the customer was pleased to report that in a subsequent management meeting there was a marked boldness in relation to making change happen that he had not seen before.
|
Paula Cook
rated this item with 4 stars.
|
|
I used Beastly Barbeques within a module of a leadership programme where the focus was on delivering change. The module provided a great introduction to the topic of change management. Following the use of the case study, I took the participants through the Kotter model step-by-step and included supporting material such as SWOT and stakeholder analysis, preparing a vision statement and even a staff engagement presentation. Beastly Barbeques contained sufficient information to support discussions and apply all the supporting material to the scenario. The participants enjoyed the session and were able to apply the learning to their own workplace despite this being very different to the organisation described.
|
Previous Member
rated this item with 4 stars.
|
|
You know the scene. Last minute call, desperate client – “I need a change management module for team leaders for next week. Can you help me out please?” You agree, look at your existing material and somehow it seems a bit flat and stale. So what do you do? You go to Trainers Library, browse and download “Beastly Barbecues”. That’s just what I did for a session with six public sector team leaders. Here are my thoughts: 1) Clear introductions and guidance. 2) Fun and meaty case study. 3) I ran it with just one team, adjusted timings accordingly and didn’t use the feedback sheet. No problems at all. 4) Group dived straight into it and therefore, some useful added learning points about taking some time to agree a process before going straight into analysis. Useful tip for problem-solving. 5) Although there was the tendency to plunge straight into detail, the case study engendered much useful discussion and the group pulled out key principles. 6) The case study kept them absorbed and interested throughout. 7) Learning points are telling and enabled me to integrate them into a simple model for explaining and developing change management approaches. 8) The group was enthusiastic about “the reality” of it, even though the context was very different from their own working context.
9) Evaluation at the end of the day was very positive and specifically highlighted the values of the case study. 10) A good time was had by all!
|
Previous Member
rated this item with 4 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 60 minutes.
Aims: • To demonstrate the importance of determination in building resilience. • To identify what determination is and where it comes from. • To list some of the key factors that help make people more determined. • To identify ways to become more determined.
About
Time: The exercise in this module can be completed in about 30 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims: • To demonstrate the importance of determination in building resilience. • To identify what determination is and where it comes from. • To list some of the key factors that help make people more determined. • To identify ways to become more determined.
Group Size: This module can be used with groups of any size.
Useful For: Staff and managers at all levels.
You'll Need: Nothing other than the materials provided.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 35 minutes.
Aims: • To recognise the impact of imposed change on people. • To remind participants how easy it is for progress to be lost and for things to slip back to the way they were before.
About
Time: The exercise in this module can be completed in about 20 minutes. In total, allowing for discussion, we recommend allowing about 35 minutes for this module.
Aims: • To recognise the impact of imposed change on people. • To remind participants how easy it is for progress to be lost and for things to slip back to the way they were before.
Group Size: This module can be used with groups of almost any size.
Useful For: Staff at all levels.
You'll Need: Nothing other than the materials provided.
Notes: You may want to read the article ‘When Change Really Hurts’ by Sheila Williams, which is available in Trainers’ Library. This provides background information about the change curve, which you may want to reference in your discussion.
Label
Reviews |
|
This is an excellent exercise which allows participants to quickly identify their feelings towards change, how these are impacted by the limited information / unrealistic expectations and to then link these feelings towards a wider discussion about Change Management. It's a quick fun exercise, very easy to run and debrief on it's on as an intro to Change Management, or can be used to introduce a longer module. The times I've used it, it's always had a great result with delegates and raised the energy in the room as well.
|
Debbie McNamara
rated this item with 5 stars.
|
|
Excellent activity. I have used this many times in different team building events for different reasons. With one team I used this activity to explain why employees become disengaged when changes happen in the workplace. However, it was a valuable lesson for the manager to also realise how staff feel when more and more changes are put upon them.
In a different team, this activity was also used in a fun way with no underlying message. It was undertaken with enthusiasm and enjoyment, and most attendees had their own epiphany in understanding that they are capable of so much more, even when they think they have exhausted the challenge.
All-in-all it is one of those activities I fall back on time after time.
|
Tracy Windross
rated this item with 5 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 120 minutes.
Aims: • To agree what success looks like for everyone. • To establish effective working relationships within groups or teams. • To create a vision statement for the team.
About
Time: The exercise in this module can be complete within 90 minutes. In total, allowing for discussion, we recommend allowing 120 minutes to complete the module.
Aims: • To agree what success looks like for everyone. • To establish effective working relationships within groups or teams. • To create a vision statement for the team.
Group Size: This module is suitable for use with most workshop/courses but is not recommended for use where the group has more than 25 participants (e.g., conferences).
Useful For: Staff at all levels working in a team. It is particularly well suited to new teams formed for a fixed period to manage/implement a project.
You'll Need: • Plenty of post-it notes and flipchart paper. • A selection of craft materials such as paints, brushes, glue, magazines, pieces of material. (You may prefer to restrict the materials available to coloured pens and paper, depending on the make up of the group you are working with.)
Notes: This module allows the group to share ideas about what is important to them and to agree some communal aim, values and aspirations. As a result of this exercise the whole team will participate in the creation of a shared vision. This activity can be used as a stand-alone activity or combined with others to form a longer event. The module Achieving a Shared Vision naturally leads on from this module.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
I adapted this exercise slightly to use it with a group of people who had been TUPE transferred into the organisation. As they were a new team coming together from a range of different providers it was important that we brought them together quickly. The exercise was used in a 1/2 day strategy session. It created a lot of energy and helped the group not only come up with an agreed vision but it also highlighted how they had similar views / opinions despite coming from different backgrounds so worked with the team building element we were doing to (an unintended benefit). Fairly easy to do and very worhwhile
|
Mike Taylor
rated this item with 4 stars.
|
|
This activity can be a success, but I would suggest keeping in mind that not every participant would want to take part in such a creative exercise. I offered to run this for a client and they emailed me back saying that it wasn’t suited to their learning style and therefore wouldn’t be taking part! That said, as long as you're comfortable with the dynamic of the group you are working with then this is great activity for encouraging participants to think at a collective level about what success looks for them. Through moving from group to group it also provides an opportunity to begin to understand individual differences and priorities.
|
Previous Member
|
|
|
|
Time:
In total we estimate this exercise will take 90 minutes.
Aims: • To understand what culture is and why it is important. • To encourage participants to actively consider and discuss the culture of their own organisation. • To elicit and compare the different perspectives that will exist about the organisation’s existing culture. • To consider the appropriateness of the organisation’s current culture to drive future business success (optional – for culture change workshops).
About
Time: The exercise in this module can be completed in about 40 minutes. In total, allowing for discussion, we recommend allowing 60-90 minutes for this module.
Aims: • To understand what culture is and why it is important. • To encourage participants to actively consider and discuss the culture of their own organisation. • To elicit and compare the different perspectives that will exist about the organisation’s existing culture. • To consider the appropriateness of the organisation’s current culture to drive future business success (optional – for culture change workshops).
Group Size: This module can be used with groups of up to 15 participants.
Useful For: Staff at all levels.
You'll Need: Nothing other than the materials provided.
Notes: This activity is designed to provoke discussion around existing organisational culture, or to be used as an icebreaker for leadership programmes that contain a session on organisation or team culture. This activity is also suitable to be run as an internal facilitated session for organisations that are considering or are in the process of a culture change. This activity will encourage contribution and engagement from staff at all levels about current and future culture, and is equally suitable for senior managers and board directors. You will need to allow the longer time of 90 minutes if using the exercise as part of a culture change session.
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 75 minutes.
Aims: • To create a situation where participants have to manage change driven by one department, affecting the work of another. • To identify some key learning points about managing change. • To test information gathering and sharing skills. • To demonstrate the importance of effective questioning, summary and clarification and active listening. • To consider the pros and cons of different leadership styles.
About
Time: This exercise will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 70 minutes to complete this module.
Aims: • To create a situation where participants have to manage change driven by one department, affecting the work of another. • To identify some key learning points about managing change. • To test information gathering and sharing skills. • To demonstrate the importance of effective questioning, summary and clarification and active listening. • To consider the pros and cons of different leadership styles.
Group Size: This module is suitable for use with groups of up to 15 participants.
Useful For: Staff at all levels.
You'll Need: • Each team will need a space to work where they cannot be overheard by the other team (s). • Each HR team will need an egg timer that takes 3-4 minutes for the sand to pass from one side to the other.
Notes: As well as useful in programs concerned with change, this exercise can also be used as a general communication exercise, or in training concerned with internal customer care.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library - Dinner Party Mayhem - Managing Other Teams .
Label
Reviews |
|
I recently used this team exercise as part of a companywide team-building programme. The delegates included senior leaders, all people leaders and key subject specialists. The framework for the programme was Patrick Lencioni's '5 Dysfunctions of a Team' and my challenge was to find an exercise that demonstrated how ambiguity can impact negatively on individuals' commitment in a team. The exercise was run in two cohorts and was equally successful in each. The simplicity of the exercise is the key; all the competing teams have to do is arrange a seating plan; however they only have partial information. Some of the missing information provided in a hurried and unsystematic way by the 'HR' team was vital. The frayed emotions and frustration were very real, which made this feel 'real life' rather than a training exercise. I would recommend its use for team-building, post-restructuring culture building and in leading change through uncertain conditions.
|
Paula Cook
rated this item with 5 stars.
|
|
I used it as the very first activity in a one-day module of our Leadership Development program called “Communication for Change”. What I liked about it was that it could be run with almost no preparation – just print out the briefs, give them to the teams, and away they go. The teams did all the stereotypical things while participating that gave us some great discussion in the debrief – e.g. confusion about what the other team was doing, poor communication, competitive streaks coming to the surface, time wasting through lack of information sharing, too much focus on the task and not enough on the people etc. It was a great intro to our workshop, and was extremely engaging for the participants. Next time I would probably elaborate a bit more on the briefing to make it clearer that it is a CHANGE. For example, that the dinner party was all organised but then the restaurant changed the tables available etc. This would make a slightly smoother transition into the program topic I’m including it in. Overall it worked really well and generated very useful discussion. I will definitely continue to include it in this program.
|
Previous Member
rated this item with 4 stars.
|
|
This exercise did not work very well as it was far too easy with the corporate team solving the problem within 10-15 minutes, therefore not having to adjust to any change. Further complications could be added in order to make the exercise more challenging, such as reduction in time or the facilitator acting as the HR team and taking a variety of approaches to directing change. The current time of 45 minutes to complete the exercise is far too long. I recognised this and reduced it to 30 minutes yet this was still too long and the learners felt that they got nothing from the exercise, other than demonstrating how clever they were!
|
Nick Lennon-Barrett
rated this item with 2 stars.
|
|
If you want a great activity to use for topics on change management, this is the one. From understanding change, planning change and implementing change, this activity has the versatility to be used around any of these topics. When I first joined trainer’s library I used it nearly every month for about 2 years – a great activity that can really help delegates understand how individuals react differently to change. I do feel that it is Important to have 2 facilitators so that notes can be made on the behaviours people demonstrate during the activity. A brilliant activity that I continue to go back to…
|
Gary Shewan
rated this item with 5 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 40 minutes.
Aims: • To provide an opportunity for participants to consider how they perceive themselves and how others perceive them.
About
Time: The exercise in this module will take about 15 minutes to complete. In total, allowing for discussion, we recommend allowing 40 minutes to complete this module.
Aims: • To provide an opportunity for participants to consider how they perceive themselves and how others perceive them.
Group Size: This module is suitable for use with groups of up to 25 participants.
Useful For: Staff at all levels.
You'll Need: • One set of Feelings Cards per participant (provided).
Notes: Use this in any training session where you want participants to reflect on how they see themselves and how they think they are seen by others. You will need to use strong facilitation skills to debrief this exercise.
Label
Reviews |
|
The Feeling Cards exercise is a great tool for raising self-awareness. It involves the participant picking words that they feel represents them as a person and that they think others would choose to describe them. It says in the trainer’s notes that strong facilitation skills are required for this, this is a definite. The exercise worked well in that it made people think about perception, their own and that of others. I also found that it was a useful feedback tool as in all cases the participant got stuck in picking the right words and there was always someone willing to give their opinion. Again this had to be managed through strong facilitation but proved to be an invaluable benefit of the exercise. The exercise proved to have just the right balance of fun, opportunity for self-reflection and a forum for feedback.
|
Previous Member
rated this item with 5 stars.
|
|
I conducted a 3 day workshop where I included personality assessments on senior management level and combined this with training. First off I started with the "Feeling cards". I used this because the managers I was working with were known for the fact that they are incredibly efficient and effective, but at times too goal directed. This indicates that they often ignore or overlook the feelings/emotions of their colleagues and subordinates. I thought the feeling cards would provide them an opportunity to share their own feelings at home and at work. I believe this warmed them up a bit - and the most amazing is that it did "warm" them up to start the sessions. They really thought about the cards they
chose and the difference between home and work stood out in a strong way. I have to mention that their was a participant whose home and work behaviour was the same - I think it is important to note these differences. The fact that there are a lot of cards, makes them think, whereas if there were only a few cards to choose from, it would be much easier for them. They really took some time to identify their priorities and values.
|
Previous Member
|
|
|
|
Time:
In total we estimate this exercise will take 60 minutes.
Aims: • To enable participants to consider how customers and staff view their organisation. • To identify cultural/image strengths and weaknesses within the organisation. • To generate discussion about how cultural/image strengths can be maintained, and how weaknesses might be overcome.
About
Time: The exercise in this module will take about 45 minutes to complete (but can be shortened if necessary). In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims: • To enable participants to consider how customers and staff view their organisation. • To identify cultural/image strengths and weaknesses within the organisation. • To generate discussion about how cultural/image strengths can be maintained, and how weaknesses might be overcome.
Group Size: Fairly adaptable but we would recommend use with groups of less than 15 participants, working in two teams.
Useful For: Staff at all levels.
You'll Need: • One set of Feelings Cards per team. • Flipchart paper and marker pens for each team. • Blu-tack.
Notes: Use this as a catalyst for discussing how the organisation is currently viewed by its stakeholders, and how participants would like it to be viewed in the future.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library - Brand Reflection - How are we seen? .
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 90 minutes.
Aims: • To test participants’ attention to detail, individually, or collectively. • To test participants’ levels of accuracy under pressure. • To show how tasks can be broken down into achievable goals, and how teams can use short term goals to improve performance. • To test participants’ abilities to work together effectively. • To examine the impact of change on comfort zones and confidence.
About
Time: This game can be played in about 30 minutes. In total, allowing for discussion and evaluation, we recommend allowing 90 minutes.
Aims: • To test participants’ attention to detail, individually, or collectively. • To test participants’ levels of accuracy under pressure. • To show how tasks can be broken down into achievable goals, and how teams can use short term goals to improve performance. • To test participants’ abilities to work together effectively. • To examine the impact of change on comfort zones and confidence.
Skills and Behaviours Tested: Accuracy and attention to detail, teamwork, goal setting, managing change and leadership.
Group Size: There is no minimum number of participants – this exercise can even be used to test individual skills.
Useful For: Staff at all levels.
You'll Need: • One set of Filing Frenzy and instruction cards for each individual or team (see notes). • A stopwatch or watch. • A whistle or bell (optional).
Notes: This exercise is normally run as a series of short 10-minute activities (with discussion at various points). These activities can be run back to back, but are perhaps more effective when used as an intermittent energiser during a training day/course and used to illustrate or highlight learning points covered in detail elsewhere in the training programme. You will need one set of Filing Frenzy cards for each individual or team. (We recommend a set of 180 cards for each individual or team, i.e., 10 copies of the ‘Filing Frenzy Cards’ document if running the exercises on the following pages.) However, for a simple ‘accuracy test’ you could use fewer cards. For example: • Individuals – 36 cards (2 copies of the ‘Filing Frenzy Cards’ document). • Teams of 2-3 – 90 cards (5 copies of the ‘Filing Frenzy Cards’ document). • Teams of 4-6 – 126 cards (7 copies of the ‘Filing Frenzy Cards’ document).
Note of Caution: This exercise may not be suitable for participants who are colour blind or visually impaired. However, in most cases anyone who falls into this category can still be involved. Ask them to observe/listen to the teams during the exercise, identifying effective and less effective behaviours in order to provide constructive feedback afterwards.
Label
Reviews |
|
I just ran this exercise for a group of our Indian colleagues out in Amedabad - and they loved it. It was easy to run, fun to do and really stimulated some juicy conversations about team working, accuracy and proactivity in addition to the intended learning outcomes. They enjoyed it so much they wanted me to run it a second time to another team who hadnt been intended to come to the training. I think it's fair to say it proved a popular exercise!! I didn't need to adapt the exercise in anyway. Just print, cut and go! Definitely 5 stars and will definitely be using it again in the future.
|
Becky Booker
rated this item with 5 stars.
|
|
I use Filing Frenzy again and again. Lots of different applications of this game, team building, coaching skills, setting objectives. It really is an excellent activity.
|
Clare Bell
rated this item with 5 stars.
|
|
Excellent Team Building Activity. Fun and many learnings
|
Anthony Cige
rated this item with 5 stars.
|
|
I used this for an admin team away day. We only had a small group (4) and there was a real mix in terms of experience and ability. Some of the group struggled with it but they got there in the end. I would use it again but probably with a bigger group.
|
Mike Taylor
rated this item with 3 stars.
|
|
I used this on a small team away day (4 people) as part of a team build. I was worried that the learning points would not come out due to the small numbers and unsure as to how many cards to use for each pair (I found the instructions on the number of cards to use a little confusing). I ended up using 4 sets of card per pair which seemed the right amount. We did the first 3 tasks/rounds with feedback between each one on how they approached the task and it really worked well to highlight planning, team working, quality checking, attention to detail and working together in general. We did the rounds one after the other which was quite a lot and more than enough to highlight key points. They enjoyed it but had had enough after 3 rounds as it can be quite intense! I will definitely use this again - I can see it being really useful for bigger teams to explore ways of working together. Recommended, despite the time it took to make laminated cards!
|
Rebecca Peat
rated this item with 4 stars.
|
|
I used the Filing Frenzy on a Change Management course for first line managers. It was a brilliant icebreaker as it got the participants involved from the start whilst also illustrating the key messages about change and how we react to it. It was amazing to see how something simple can still have an impact on people when you change the instructions slightly. For some people the change was minimal and they changed their approach but for some (particular those who had won the previous rounds and had got their process down to a fine heart) felt quite disappointed by the change.
|
Clare Wilkes
|
|
|
|
Time:
In total we estimate this exercise will take 30 minutes.
Aims: • To encourage participants to consider their attitude. • To encourage discussion around optimistic versus pessimistic outlooks. • To recognise the impact that attitude has on performance. • To enable participants to identify personal traits that might be holding them back. • To encourage leaders to consider how they might deal with negative attitudes in their team.
About
Time: The exercise in this module will take about 20 minutes to complete. In total, allowing for discussion, we recommend allowing 30 minutes to complete this module.
Aims: • To encourage participants to consider their attitude. • To encourage discussion around optimistic versus pessimistic outlooks. • To recognise the impact that attitude has on performance. • To enable participants to identify personal traits that might be holding them back. • To encourage leaders to consider how they might deal with negative attitudes in their team.
Group Size: This module is suitable for use with groups of up to 25 participants.
Useful For: Staff at all levels.
You'll Need: Nothing other than the materials provided.
Notes: This module provides an excellent opportunity, when working with a wide range of participants, to consider how attitude can impact on performance. Topics where the inclusion of a module looking at optimism/pessimism might be beneficial include: • Managing change. • Problem solving and decision making. • Customer service. • Selling skills. • Leading a team. • Strategic leadership. • Communication skills. • Planning and scheduling.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
This is a very powerful activity the first part allows for self reflection on what the individuals preference tends to be - am I more half empty or half full? There are then a series of questions that give the group great discussion opportunities I have used this activity as part of managing change workshop and fits in really nicely in terms of what the individual can do to help themselves and how powerful their own attitude can be and how this might impact others and themselves.
|
Anjana Rajani
rated this item with 5 stars.
|
|
I ran 'Half Full' as a stand-alone module to encourage people to think about the relative draw-backs and benefits of different perspectives on the world. As directed, the delegates completed the questionnaire on their own and then read the handout. They then started to answer the questions on their own too. One delegate found this very difficult so we stopped writing and opened the whole thing up as a discussion. Very quickly all delegates were involved in talking through the merits of pessimism and optimism. We identified some key learning points - not to bring up barriers when others don't act as you'd want, that optimists should think about analysing risk and pessimists can look to improve their outlook. We also had a very intense and productive debate about the value of constructive feedback and how one goes about it. All in all, the exercise 'did what it said on the can' and I've been delighted with it.
|
Tracy Croft
|
|
|
|
Time:
In total we estimate this exercise will take 120 minutes.
Aims: • To build an understanding of the key steps in strategic planning. • To encourage participants to analyse financial and other data using a SWOT analysis. • To encourage participants to think about where they are now, before moving on in the next module to consider where they want to be.
About
Time: The exercise in this module can be completed in about 75 minutes. In total, allowing for discussion, we recommend allowing about 120 minutes for this module if working with 10-12 participants. It is strongly recommended that, for maximum impact and best overall use of time, this module is run in conjunction with the other modules from the Hotel Doldrums series.
Aims: • To build an understanding of the key steps in strategic planning. • To encourage participants to analyse financial and other data using a SWOT analysis. • To encourage participants to think about where they are now, before moving on in the next module to consider where they want to be.
Group Size: An ideal group size for this module is 12, with participants working in 3 teams of 4. If you have more than 15 participants in your group, you may want to consider ‘doubling up’ on some of the briefs with more than one team using the same scenario. This doesn’t detract from the learning; in fact it can be interesting to see how different teams approach the same problem and task.
Useful For: Staff at all levels including individuals, groups and teams that need to use strategic planning and analysis skills in the workplace.
You'll Need: Each team will need a hotel data pack (provided) and a syndicate room or area.
Notes: Hotel Doldrums is a series of modules that are designed to be run in sequence. Together they form a complete 1.5 day workshop, which can be run as a single workshop, or as three independent sessions, each lasting between 2 and 4 hours. We’ve also suggested other modules you could add to the programme, if you have more time available. Hotel Doldrums can also be run as a teambuilding game, where teams are left to compete with less facilitator involvement during the exercise, but a thorough review at the end. This takes about 3.5 hours to run. If you prefer to use the teambuilding version of Hotel Doldrums, please download the trainer’s notes from the teambuilding games section of Trainers’ Library. This series of modules is set in the context of the hotel industry but requires no specialist knowledge of it. The modules, when used together, also draw out skills relating to business planning, problem solving, influencing, team working and making presentations.
Label
Reviews |
|
I used this activity as part of a 2- day Business Skills module with a group of participants completing their Duke of Edinburgh Gold Award Scheme. I followed up with Part 2 and 3 and made a fabulous event. I added in a 'financial terms' quiz and some input on STEEPLE and SWOT before getting them to complete the activity.
It was really great to have the pack all produced and saved me so much time. The group completed the activities well and great learning about the importance of planning and not diving straight into the detail.
|
Ann Pemberton
rated this item with 5 stars.
|
|
I used this with a team of Directors and Heads of Department as part of 2 Strategy days to encourage the team to think strategically as a team rather than functionally. I split the exercise over a day and a half and the timings worked well. I would recommend that if you are working with a group of people that you know well, that you chose the members of each team wisely. Although the financial information is not too complex, it is beneficial to have someone with an accountancy or commercial background in each team. If working with teams of consisting of just accountants, I would suspect that you could shorten the time taken. It has face credibility as a training exercise at senior levels.
|
Paula Cook
rated this item with 5 stars.
|
|
Strategy Workshop framed around Hotel Doldrums
I used this series with a group of middle/senior managers from a variety of SME's - it was an open programme - and it worked very well. We used it across about 5hrs in total and it worked well - they worked through breaks and lunch to ensure that we got everything done - and they still really enjoyed the process. We left out the banker evaluations (as per the previous review) and it still worked well. This decision was made purely because of time constraints.
The data is not too much for them to take in and start working with and, as the trainer, I could quickly see who was "getting it" and who might be struggling more.
The key learnings the group shared from the exercise were:
Dont rush into determining your strategy - take time to collate the right data
Ask others - involvement breeds buy-in
Be creative in your strategy development - sometimes it has to be something radical to change direction
Conversley to the above point - sometimes, slight adjustment will bring rewards!
Agreeing a vision is tough - and if you are not part of the process, its easy to see how the statement can become "meaningless words on a page"
Its amazing how quickly you can get into something - they seemed fully engaged on running a hotel by the end of it.
|
Rosemary Taylor
rated this item with 5 stars.
|
|
This project management series was of unbelievable value, as it really got them working and participating. I believe that most participants are under the impression that they will attend a workshop/training and that they will only be listening. The SWOT analysis has so much detail that it is
almost impossible to miss details of your strategic planning process. The managers all recognized that the three difference hotels were different is specific ways, but the ideas that came out of it were
amazing. With the last hotel doldrum the participant needs to do a presentation - and among all the other learning points, one participant noticed that he need to work on his "presentation skills" and how to carry a message over to important people. Another great attribute is the financial details that are attached to the downloads. This provides the participant with a feeling of credibility and believability of the exercise they are busy with.
|
Previous Member
|
|
I have now run Hotel Doldrums twice as a 1 day team build exercise. Marketing Team
This team is quite large (24 in total) and is spread throughout the country. Their opportunity to spend time together as a team is limited. Also, the team manager knew some elements of the team very well and others hardly at all having ‘inherited’ them following a company take over. A big part of this team build day was to get to know each other on a personal as well as a business basis. I ran the exercise after going through some personality profiling. It was really powerful to see how people responded in their preferred behavioural style and perhaps even more so how their fellow team members recognised the behaviours!! Not surprisingly there was an abundance of creativity going around, when the analytical people tried to intervene there were some ‘clashes’ although always controlled, usually ending up in peels of laughter. It did, however, demonstrate the need to listen to all team members and give everyone the chance to contribute. A good learning for the stronger personalities in the group. Time management was an issue and gave the team manager an insight as to why and how deadlines sometimes slip. She left the session with a strategy for managing this within the team more effectively in the future.>p The meetings with the Bank Manager weren’t particularly successful. I’m not sure whether this was the way I positioned this aspect of the training or not. The overall feedback was that the meetings contributed very little and took away valuable time. A number of leaders emerged. Some based on personalities and others on expertise again demonstrating the advantages of having a good mix within the team. The need for a 3 month plan did give focus to think about the future. The team are often required to be reactive, rapid change being a trait in our industry. Having to plan in a structured way for the future was a useful learning and demonstrated how much control you get when you are able to do this. The final presentations were very light on financial information which was recognised as something of a problem given that they were for the bank manager!! Known your audience eh? There was much emphasis on how they would ‘pretty-up’ the respective hotels, what fun things they could offer and how they would improve the experience to encourage the return of guests. Not so much thought around what would happen if people didn’t return!! Glass half full perhaps? The most valuable things taken from the exercise were: Recognising and be able to utilise the strengths within the team. The importance of planning Thinking inside the box as well as outside it! Raising awareness of financial implications around the roles of the team members. Working as a team. Strategic Sales Team I ran the exercise again 4 weeks later with a smaller team of strategic sales people. This team have huge transformation in front of them due to changes in our business so it was good to give them a subject they were totally unfamiliar with. The team had slightly less time which proved a challenge and a learning point for me here is that a smaller team doesn’t necessarily mean less time. There was definitely a more financial focused approach and less creativity. As with the previous group the presentations ran over time neither groups having practised. They would argue they didn’t have time….I would argue they should have made time!!! Creativity was limited in this session and it highlighted the need to involve other areas and expertise within the business for the new challenges ahead. This team had a brand new manager who was eager to demonstrate his style. He joined in the exercise which proved really valuable and his team could see he would not ask them to do anything he wouldn’t or couldn’t do himself. We did not include the bank manager role this time and in all honesty I don’t think the exercise lost anything as a result. Again the need for a 3 month plan was very powerful and I would say that this was the most valuable aspect for both sessions. All in all, this is an excellent exercise with an incredible amount of learning from it. It has been a huge success and I will/would use it again and again.
|
Previous Member
rated this item with 3 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 180 minutes.
Aims: • To give participants the opportunity to identify and explore options and appraise these. • For participants to create a 3-5 year outline strategic plan based on the fictional case study they’ve been given.
About
This module follows on from Hotel Doldrums, part 1, and is not designed to be used as a stand-alone module.
Time: The exercise in this module can be completed in about 135 minutes. In total, allowing for discussion, we recommend allowing about 180 minutes for this module if working with 10-12 participants.
Aims: • To give participants the opportunity to identify and explore options and appraise these. • For participants to create a 3-5 year outline strategic plan based on the fictional case study they’ve been given.
Group Size: An ideal group size for this module is 12, with participants working in 3 teams of 4. If you have more than 15 participants in your group, you may want to consider ‘doubling up’ on some of the briefs with more than one team using the same scenario. This doesn’t detract from the learning; in fact it can be interesting to see how different teams approach the same problem and task.
Useful For: Staff at all levels including individuals, groups and teams that need to use strategic planning and analysis skills in the workplace.
You'll Need: Each team will a hotel data pack (provided) and a syndicate room or area.
Notes: Hotel Doldrums is a series of modules that are designed to be run in sequence. Together they form a complete 1.5 day workshop, which can be run as a single workshop, or as three independent sessions, each lasting between 2 and 4 hours. We’ve also suggested other modules you could add to the programme, if you have more time available. The modules, when used together, also draw out skills relating to business planning, problem solving, influencing, team working and making presentations.
Label
Reviews |
|
I used this in conjunction with Part 1 and 3 as a two day Business Skills session for participants completing their Duke of Edinburgh Gold Award. A great team activity to encourage some strategic thinking and planning. The structure of the session makes it easy to follow and I added in some of the creative thinking tools and decision making tools from other Glasstap activities so everything came together really well. Having the materials all prepared is so easy and saved me so much time in my course preparation.
|
Ann Pemberton
rated this item with 5 stars.
|
|
This project management series was of unbelievable value, as it really got them working and participating. I believe that most participants are under the impression that they will attend a workshop/training and that they will only be listening. The SWOT analysis has so much detail that it is
almost impossible to miss details of your strategic planning process. The managers all recognized that the three difference hotels were different is specific ways, but the ideas that came out of it were
amazing. With the last hotel doldrum the participant needs to do a presentation - and among all the other learning points, one participant noticed that he need to work on his "presentation skills" and how to carry a message over to important people. Another great attribute is the financial details that are attached to the downloads. This provides the participant with a feeling of credibility and believability of the exercise they are busy with.
|
Previous Member
|
|
I have now run Hotel Doldrums twice as a 1 day team build exercise. Marketing Team
This team is quite large (24 in total) and is spread throughout the country. Their opportunity to spend time together as a team is limited. Also, the team manager knew some elements of the team very well and others hardly at all having ‘inherited’ them following a company take over. A big part of this team build day was to get to know each other on a personal as well as a business basis. I ran the exercise after going through some personality profiling. It was really powerful to see how people responded in their preferred behavioural style and perhaps even more so how their fellow team members recognised the behaviours!! Not surprisingly there was an abundance of creativity going around, when the analytical people tried to intervene there were some ‘clashes’ although always controlled, usually ending up in peels of laughter. It did, however, demonstrate the need to listen to all team members and give everyone the chance to contribute. A good learning for the stronger personalities in the group. Time management was an issue and gave the team manager an insight as to why and how deadlines sometimes slip. She left the session with a strategy for managing this within the team more effectively in the future.>p The meetings with the Bank Manager weren’t particularly successful. I’m not sure whether this was the way I positioned this aspect of the training or not. The overall feedback was that the meetings contributed very little and took away valuable time. A number of leaders emerged. Some based on personalities and others on expertise again demonstrating the advantages of having a good mix within the team. The need for a 3 month plan did give focus to think about the future. The team are often required to be reactive, rapid change being a trait in our industry. Having to plan in a structured way for the future was a useful learning and demonstrated how much control you get when you are able to do this. The final presentations were very light on financial information which was recognised as something of a problem given that they were for the bank manager!! Known your audience eh? There was much emphasis on how they would ‘pretty-up’ the respective hotels, what fun things they could offer and how they would improve the experience to encourage the return of guests. Not so much thought around what would happen if people didn’t return!! Glass half full perhaps? The most valuable things taken from the exercise were: Recognising and be able to utilise the strengths within the team. The importance of planning Thinking inside the box as well as outside it! Raising awareness of financial implications around the roles of the team members. Working as a team. Strategic Sales Team I ran the exercise again 4 weeks later with a smaller team of strategic sales people. This team have huge transformation in front of them due to changes in our business so it was good to give them a subject they were totally unfamiliar with. The team had slightly less time which proved a challenge and a learning point for me here is that a smaller team doesn’t necessarily mean less time. There was definitely a more financial focused approach and less creativity. As with the previous group the presentations ran over time neither groups having practised. They would argue they didn’t have time….I would argue they should have made time!!! Creativity was limited in this session and it highlighted the need to involve other areas and expertise within the business for the new challenges ahead. This team had a brand new manager who was eager to demonstrate his style. He joined in the exercise which proved really valuable and his team could see he would not ask them to do anything he wouldn’t or couldn’t do himself. We did not include the bank manager role this time and in all honesty I don’t think the exercise lost anything as a result. Again the need for a 3 month plan was very powerful and I would say that this was the most valuable aspect for both sessions. All in all, this is an excellent exercise with an incredible amount of learning from it. It has been a huge success and I will/would use it again and again.
|
Previous Member
rated this item with 3 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 240 minutes.
Aims: • To encourage participants to develop a strategy from the options generated in previous sessions. • To encourage participants to prepare and give a persuasive presentation outlining their strategy and the work they have done. • To reflect on the learning from the Hotel Doldrums series of modules.
About
This module follows on from Hotel Doldrums, parts 1 and 2, and is not designed to be used as a stand-alone module.
Time: The exercise in this module can be completed in about 140 minutes. In total, allowing for discussion, we recommend allowing about 240 minutes for this module if working with 10-12 participants.
Aims: • To encourage participants to develop a strategy from the options generated in previous sessions. • To encourage participants to prepare and give a persuasive presentation outlining their strategy and the work they have done. • To reflect on the learning from the Hotel Doldrums series of modules.
Group Size: An ideal group size for this module is 12, with participants working in 3 teams of 4. If you have more than 15 participants in your group, you may want to consider ‘doubling up’ on some of the briefs with more than one team using the same scenario. This doesn’t detract from the learning; in fact it can be interesting to see how different teams approach the same problem and task.
Useful For: Staff at all levels including individuals, groups and teams that need to use strategic planning and analysis skills in the workplace.
You'll Need: Each team will a hotel data pack (provided) and a syndicate room or area.
Notes: Hotel Doldrums is a series of modules that are designed to be run in sequence. Together they form a complete 1.5 day workshop, which can be run as a single workshop, or as three independent sessions, each lasting between 2 and 4 hours. We’ve also suggested other modules you could add to the programme, if you have more time available. The modules, when used together, also draw out skills relating to business planning, problem solving, influencing, team working and making presentations.
Label
Reviews |
|
I used this activities as part of a 2 day Business Skills Programme for participants on a Duke of Edinburgh Gold Award Scheme. Having completed part 1 and 2, this was a great way to end the session. Some great learning and an opportunity for them also to present and identify further development needs.
I kept it quite high level throughout so we didn't get too bogged down in the financials, focussing more on how they developed their ideas and presented them in a way that was helpful for their learning, so our bank managers adopted a more holistic approach and giving feedback based on some sound business ideas but also passion and energy!
A great activity and the materials saved me hours if not days in preparation time. The debrief questions were also helpful throughout to ensure we got lots of learning and practical application to take back to work.
|
Ann Pemberton
rated this item with 5 stars.
|
|
I facilitated this, along with Parts 1 and 2 at a recent leadership workshop for business owners. It was fantastic and they all really loved it. I ran all three parts in one day, so condensed it quite a bit (we had previously spent time on analysing a business and how to develop a strategy, so it was mostly a 'putting it all together' day). Due to their personalities and entrepreneurial nature, they wanted to jump straight to part 3, which provided a valuable lesson in itself! They all found it so useful and easy to relate it to their own businesses too.
|
Jennifer Lindsay-Finan
rated this item with 5 stars.
|
|
This project management series was of unbelievable value, as it really got them working and participating. I believe that most participants are under the impression that they will attend a workshop/training and that they will only be listening. The SWOT analysis has so much detail that it is
almost impossible to miss details of your strategic planning process. The managers all recognized that the three difference hotels were different is specific ways, but the ideas that came out of it were
amazing. With the last hotel doldrum the participant needs to do a presentation - and among all the other learning points, one participant noticed that he need to work on his "presentation skills" and how to carry a message over to important people. Another great attribute is the financial details that are attached to the downloads. This provides the participant with a feeling of credibility and believability of the exercise they are busy with.
|
Previous Member
|
|
I have now run Hotel Doldrums twice as a 1 day team build exercise. Marketing Team
This team is quite large (24 in total) and is spread throughout the country. Their opportunity to spend time together as a team is limited. Also, the team manager knew some elements of the team very well and others hardly at all having ‘inherited’ them following a company take over. A big part of this team build day was to get to know each other on a personal as well as a business basis. I ran the exercise after going through some personality profiling. It was really powerful to see how people responded in their preferred behavioural style and perhaps even more so how their fellow team members recognised the behaviours!! Not surprisingly there was an abundance of creativity going around, when the analytical people tried to intervene there were some ‘clashes’ although always controlled, usually ending up in peels of laughter. It did, however, demonstrate the need to listen to all team members and give everyone the chance to contribute. A good learning for the stronger personalities in the group. Time management was an issue and gave the team manager an insight as to why and how deadlines sometimes slip. She left the session with a strategy for managing this within the team more effectively in the future.>p The meetings with the Bank Manager weren’t particularly successful. I’m not sure whether this was the way I positioned this aspect of the training or not. The overall feedback was that the meetings contributed very little and took away valuable time. A number of leaders emerged. Some based on personalities and others on expertise again demonstrating the advantages of having a good mix within the team. The need for a 3 month plan did give focus to think about the future. The team are often required to be reactive, rapid change being a trait in our industry. Having to plan in a structured way for the future was a useful learning and demonstrated how much control you get when you are able to do this. The final presentations were very light on financial information which was recognised as something of a problem given that they were for the bank manager!! Known your audience eh? There was much emphasis on how they would ‘pretty-up’ the respective hotels, what fun things they could offer and how they would improve the experience to encourage the return of guests. Not so much thought around what would happen if people didn’t return!! Glass half full perhaps? The most valuable things taken from the exercise were: Recognising and be able to utilise the strengths within the team. The importance of planning Thinking inside the box as well as outside it! Raising awareness of financial implications around the roles of the team members. Working as a team. Strategic Sales Team I ran the exercise again 4 weeks later with a smaller team of strategic sales people. This team have huge transformation in front of them due to changes in our business so it was good to give them a subject they were totally unfamiliar with. The team had slightly less time which proved a challenge and a learning point for me here is that a smaller team doesn’t necessarily mean less time. There was definitely a more financial focused approach and less creativity. As with the previous group the presentations ran over time neither groups having practised. They would argue they didn’t have time….I would argue they should have made time!!! Creativity was limited in this session and it highlighted the need to involve other areas and expertise within the business for the new challenges ahead. This team had a brand new manager who was eager to demonstrate his style. He joined in the exercise which proved really valuable and his team could see he would not ask them to do anything he wouldn’t or couldn’t do himself. We did not include the bank manager role this time and in all honesty I don’t think the exercise lost anything as a result. Again the need for a 3 month plan was very powerful and I would say that this was the most valuable aspect for both sessions. All in all, this is an excellent exercise with an incredible amount of learning from it. It has been a huge success and I will/would use it again and again.
|
Previous Member
rated this item with 3 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 60 minutes.
Aims: • To examine the steps towards successful implementation of change.
About
Time: The exercise in this module can be completed in about 40 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims: • To examine the steps towards successful implementation of change.
Group Size: This module can be used with groups of up to 15 participants.
Useful For: Staff at all levels.
You'll Need: Nothing other than the materials provided.
Notes: This module is about the implementation of seemingly minor changes – a new process or procedure, a solution to a problem etc. It provides an overview of what needs to be considered before implementing any minor change.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 75 minutes.
Aims: • Identify key stakeholders when delivering a workplace project. • Ensure that key stakeholders have a positive influence on the outcome of a project.
About
Time: The exercise in this module can be completed in about 55 minutes. In total, allowing for discussion, we recommend allowing about 75 minutes for this module.
Aims: • Identify key stakeholders when delivering a workplace project. • Ensure that key stakeholders have a positive influence on the outcome of a project.
Group Size: This module can be used with groups of almost any size.
Useful For: Staff at all levels working to deliver workplace projects.
You'll Need: • Flipchart paper, pens and post it notes.
Notes: This exercise involves creating an Action Plan for influencing stakeholders on a real project. We recommend that you encourage your participants to identify the project they will use before they come to the training session.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 40 minutes.
Aims: • To provide participants an opportunity to review and ‘continuously’ improve their performance. • To illustrate the importance of a continuous improvement process. • To recognise behaviours that can get in the way of continuous improvement.
About
Time: This exercise will take about 20 minutes to complete. In total, allowing for discussion, we recommend allowing 40 minutes for completion.
Aims: • To provide participants an opportunity to review and ‘continuously’ improve their performance. • To illustrate the importance of a continuous improvement process. • To recognise behaviours that can get in the way of continuous improvement.
Group Size: This activity can be used with groups of up to 25 participants.
Useful For: Anyone.
You'll Need: • One of each of the three Puzzle Stars and set of letters for every team in play. • To cut out the missing letters for each of the Puzzle Stars and place each set in an envelope (or similar). • A stopwatch or timer for each team in play. • A small prize for the winning team (optional).
Notes: This activity works best when participants are split into teams of 2 or 3. There are two versions of this module – this one focuses on Continuous Improvement and the other version called ‘The Problem with Letters’ focuses on Problem Solving skills.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 50 minutes.
Aims: • To identify improvements that can be made. • To identify things that need to be taken into consideration when planning continuous improvement activities. • To plan one improvement that can be implemented in the workplace.
About
Time: The exercises in this module will take about 35 minutes to complete. In total, allowing for discussion, we recommend allowing 50 minutes to complete this module.
Aims: • To identify improvements that can be made. • To identify things that need to be taken into consideration when planning continuous improvement activities. • To plan one improvement that can be implemented in the workplace.
Group Size: This module is suitable for use with groups of up to 25 participants.
Useful For: Staff at all levels.
You'll Need: Nothing other than the materials provided.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library called Planning an Improvement .
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 60 minutes.
Aims: • To help participants consider the extent to which they engage in change. • To help those involved in change consider how they could make the change journey easier for themselves, and others. • To help those involved in a change plan.
About
Time: The exercise in this module can be completed in about 45 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims: • To help participants consider the extent to which they engage in change. • To help those involved in change consider how they could make the change journey easier for themselves, and others. • To help those involved in a change plan.
Group Size: This module can be used with groups of up to 16 participants.
Useful For: Anyone involved in change, either as a leader, or a follower.
You'll Need: • A toy steering wheel for the ‘driver’ would be a fun prop, but is not essential. • A clipboard (or A4 piece of thick card) for each participant would be useful. • Flipchart paper and pens.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
I run a Leadership Network Support group and they requested a session on Change Management and how to best engage their teams in the change. After finding Passengers in Trainer's Library, I couldn't wait to run the session!
I had 24 Team Leaders and Managers, 12 in the room face-to-face and 12 virtually in Teams. I split them in 4 groups and allocated one seat to each and asked them to discuss how would their journey feel for them and the pros and cons of their seat. They started making connections to their roles and their own experiences of change in their teams straight away and the discussions were very meaningful and insightful. They were extremely engaged with the activity and they couldn't wait to hear what the other passengers in their journey were feeling. After listening to each group sharing their key discussion points, I asked them to now consider what they could do to make their own journey more comfortable as well as making the other passenger's journeys better; that's when the flurry of ideas came about and everyone was so animated! Once everyone shared their ideas, I asked them to focus on a big change project that our company is going to go through in the next few months so we could all apply the learnings to a real case scenario. Each department got together and they created an action plan to ensure every one in their teams were involved, engaged, communicated with, asked to share their expertise and identify project improvements, etc. They all left the room motivated and excited about putting things into practice. A few people stayed behind to thank me for a very insightful and enjoyable activity and I received fantastic feedback.
I wholeheartedly recommend this activity and I'll certainly be using it again and again!
|
Rene Garcia-Evans
rated this item with 5 stars.
|
|
I used this activity with a team of 28 managers to explore different perspectives about change. The room set up really sparked interest and there was a lot of laughter as we began the activity. Then as people started to rotate around the seats and read the different thoughts of people, everything went quiet. The review was brilliant - so much learning about understanding how people experience change and the different viewpoints triggered so much discussion. I followed up with SARAH's change video to complete the lesson and in the end of day wash up, Passengers got the most mentions for learning to take back to work. This will definitely become a regular feature in my future sessions. Thank you!
|
Ann Pemberton
rated this item with 5 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 60 minutes.
Aims: • To identify the questions that need to be asked in advance of implementing any change. • To create a ‘bench’ of pre-defined questions to use when planning.
About
Time: The exercise in this module can be completed within 40 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims: • To identify the questions that need to be asked in advance of implementing any change. • To create a ‘bench’ of pre-defined questions to use when planning.
Group Size: This module is suitable for use with groups of up to 25 participants.
Useful For: Team leaders and junior managers.
You'll Need: Nothing other than the materials provided.
Notes: This module is about planning the implementation of seemingly minor changes – a new process or procedure, a solution to a problem etc.
Label
Reviews |
|
I recently used the Palnning for Change activity. It worked excellently. The participants found it an interesting and beneficial excercise.
|
Previous Member
rated this item with 5 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 80 minutes.
Aims: • To consider what needs to be communicated when change is initiated. • To explore the need to convince those affected by change of the need for change and its urgency. • To consider methods that can be used to achieve buy-in to change programmes.
About
Time: This exercise will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 80 minutes to complete this module.
Aims: • To consider what needs to be communicated when change is initiated. • To explore the need to convince those affected by change of the need for change and its urgency. • To consider methods that can be used to achieve buy-in to change programmes.
Group Size: This module is suitable for use with groups of up to 15 participants.
Useful For: Managers.
You'll Need: Nothing other than the materials provided.
Remote/Virtual Delivery: There is a two-part Remote Delivery version of this module available in Trainers’ Library called Selling Change - Introduction and Selling Change (R).
Label
Reviews |
|
The handouts mention Bernie Leslie and Francis - However in the materials they are referred to as Bernie Bob and Cilla. Just beware...
I had a call from Glasstap by return and the materials have now been amended (Excellent service) - Great module!
|
Previous Member
rated this item with 5 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 60 minutes.
Aims: • To describe the change curve. • To consider strategies for working through the change curve journey.
About
Time: The exercise in this module can be completed in about 40 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims: • To describe the change curve. • To consider strategies for working through the change curve journey.
Group Size: This module can be used with groups of up to 25 participants.
Useful For: All staff, including managers.
You'll Need: • Article – ‘When Change Really Hurts’, available in the Articles section of Trainers’ Library. • The Change Curve Cards (downloaded from Trainers’ Library). • Post-it notes and pens.
Notes: This can be a challenging session to run so it’s important that you feel confident in your knowledge and have lots of information to add if the group clams up. Apart from the article that you need for the session, you may also find it useful to read those by Damian Hughes and Martin Haworth, also available in the Articles section of Trainers’ Library.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 25 minutes.
Aims: • To demonstrate the emotions we can experience when going through the process of change and allow participants to explore those feelings in a safe environment.
About
Time: The exercise in this module can be completed in about 10 minutes. In total, allowing for discussion, we recommend allowing about 25 minutes for this module.
Aims: • To demonstrate the emotions we can experience when going through the process of change and allow participants to explore those feelings in a safe environment.
Group Size: This module can be used with groups of almost any size.
Useful For: Staff at all levels.
You'll Need: • A short sleeved t-shirt to use in the demonstration. • A t-shirt for each of your participants. (We suggest asking them to each bring a t-shirt of their own.) • Flipchart paper and pens.
Notes: You will need to spend time practising the t-shirt folding yourself prior to running this exercise so that you can demonstrate the technique quickly and effectively. It should only take 15-20 minutes practice. This website is great to help you to learn the technique: www.wikihow.com/Fold-a-T-Shirt-in-Two-Seconds .
Label
Reviews |
|
A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
|
|
Time:
In total we estimate this exercise will take 75 minutes.
Aims: • To explore perceived differences and similarities between leadership and management. • To explore the relationship between leadership and management.
About
Time: This exercise will take about 40 minutes to complete. In total, allowing for discussion, we recommend allowing 75 minutes to complete this module.
Aims: • To explore perceived differences and similarities between leadership and management. • To explore the relationship between leadership and management.
Group Size: This module is suitable for use with groups of up to 15 participants.
Useful For: Team leaders and managers, or those who soon will be.
You'll Need: • A set of ‘Identikit Cards’ for each team.
Notes: For this module you will need sufficient space for participants to work together in teams of four, preferably whilst remaining in the main training room.
Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
Used this for management development training - Leadership vs management was the first workshop. This was a great exercise to explore the difference between the two and understanding the importance of doing both. Great introduction in learning about transformational and transactional leadership.
|
Stephanie Fry
rated this item with 5 stars.
|
|
This activity worked quite well. We followed it up with discussion about David Marquet intent-based leadership. It was easy to facilitate and easy to adjust timings to fit in with your programme. Laminating the cards makes it easier for reuse. We did have one online attendee and we issued the remote version which was helpful.
|
Zoe Horwood
rated this item with 5 stars.
|
|
I liked this activity it really gets individuals to think about the difference between leaders and managers and the overlap. This is done in a fun and simple way. The discussion and debate is really valuable and really gets them to think about where the different descripters go. I would say 90% of the value of this activity is in the discussion. Probably best to laminate the Identikit so you can use it over and over again. If you don’t want to cut out then you can just give the list and get them to write up on a flip chart where the different descriptions should go.
|
Anjana Rajani
rated this item with 4 stars.
|
|
A good starter exercise. Have used it mainly within organisations and have found that mostly people from the same organisation have similar views (so there wasn’t much debate to be had). However, the organisations I was working with have very high retention rates and most of the learners have been working for the organisations for a long time. Which might explain the similarities in views. I did find I didn’t need 25 minutes for the discussion, thought that is most probably because of the homogeneity of the group. I could see this activity working better in organisations where perhaps there is some disharmony among management, or in very mixed sector/industry groups.
|
Nicky McCrudden
rated this item with 2 stars.
|
|
Looking at the differences/similarities between leadership and management, and exploring their relationship. A very pertinent exercise to run in present times because it also touches on the challenges of good leadership in times of change (eg economic), and the need for strong, transformational leadership being increasingly important. I desperately wanted to run this exercise with one all-female team, and one all-male team, as recommended in the trainer's notes, to explore gender differences in perceptions of leadership, but wasn't able to do this as I had only 3 females in a group of 14. However, I was still able to debrief the group about research which has been done highlighting these differences. A useful talking point but could be tricky for anyone who felt uncomfortable with this level of diversity training. The exercise fitted in well with a theme we have in our organisation of "Everyone is a Leader" and the handout on recognised differences between leaders and managers was useful given out after the exercise; the trainer can then pick out just a few of the points students made during the de-brief and link their comments to the research. I displayed the following quotation during this exercise: “Leadership is a 'people' activity, distinct from administrative paper shuffling or problem-solving activities” (Richard L. Daft and Dorothy Marcic) and then revisited this quote at the end of the debrief and with reference to their handout to ask them for their views on it. Again, could be done comfortably within 60 minutes, especially if you're doing it with a team of existing leaders (mine were first-line supervisors).
|
Previous Member
rated this item with 5 stars.
|
|
Having the managers decide for themselves which cards (behaviors) belongs to managers and which belongs to leaders is great. Because they are involved and basically deciding it for themselves, the results have an impact. Two days later they were still referring to managements aspects which they thought were that of a leader and remembered it. We could easily incorporate this into the personality assessments as they now knew what is that they had to work on or embrace.
|
Previous Member
|
|
I used the Leadership Identikit activity as the opening exercise in a Team Leader Development Programme. It set the scene for the course perfectly because it enabled participants to focus on attitudes and behaviours needed to be an effective team leader really early on in the session. I ran it with five participants (one group of three and a pair) and it still provoked lots of lively discussion even though these are relatively small numbers. We could have gone on discussing the management/leadership attributes for at least another 30 minutes after the exercise concluded because it really did get people thinking – many were surprised just how different each other’s perceptions were. Thank you Trainers’ Library for another gem!
|
Previous Member
|
|
The trainers brief was clear and easy to follow, and the discussion questions helped to encourage delegates to share their thoughts. When the delegates were doing the actual exercise the cards provoked some interesting debates, which we were able to discuss when reviewing the exercise.
|
Previous Member
|
|
I recently used the Leadership Identikit module as part of a Leadership Skills course run in-house for a travel company. The identikit provides a number of statements referring to either leadership or management and delegates need to read out each statement and then together, decide which title it should go under. Regardless of where the delegates end up putting the statements, this exercise leads to a fantastic discussion in which a multitude of views are shared and mulled over. As the facilitator, it is important to keep the group on track and within the parameters of the exercise, otherwise there is the potential for the discussion to end up in all sorts of places! I found that occasionally I had to prompt, but that in the main there were enough delegates with differing points of view to have a good discussion around each statement and to ultimately decide where it belongs. The handout that shows the evidence on leadership studies helps to sort out the answers and provide everyone with some “real” analysis of the difference between the two. All in all, this exercise helps everyone to discuss the issues, understand the research and comprehend that in today’s societies there needs to be a mixture of both styles. In order to explain this, I talk about the Industrial Revolution, the history of piecemeal work, the move into towns and factories and the need for an overseer (manager) and the culture of today’s society and the need for something above and beyond. I would agree with the length of time this exercise takes but that’s also with my padding out.
|
Previous Member
|
|
|
|
Time:
In total we estimate this exercise will take 55 minutes.
Aims: • To highlight the importance of time management. • To introduce some of the key aspects of effective time management.
About
Time: The exercise in this module can be completed within 35 minutes. In total, allowing for discussion, we recommend allowing about 55 minutes for this module.
Aims: • To highlight the importance of time management. • To introduce some of the key aspects of effective time management.
Group Size: This module is suitable for use with groups of up to 25 participants.
Useful For: Staff up to junior management.
You'll Need: Nothing other than the materials provided.
Notes: We have suggested running this exercise as a group exercise using flipcharts. If you prefer you can ask participants to complete the exercise individually. The handout includes a blank task list they can use to schedule and plan their time if working alone.
Label
Reviews |
|
This worked so well. I had a global HR team of 50 people who had never worked together before, so it had to work as an icebreaker, collaboration, communication and time management exercise. It paid off; within seconds they were all desperate to get stuck in. I re-worked it slightly as these people do not work together, so I took out the work out your own priorities for the week bit.
I added in, that they must prioritise some wellbeing time for themselves, i.e. 2 tea breaks and a lunch every day. They were not allowed to add time on to their day and they had to also factor in some 'me time'. This really worked for them to get to know each other better too. I also interrupted them a couple of times, explaining that they will get interrupted in their day, I asked them to think of things that Brian had forgotten, this really worked well in the feedback, as they take for granted that when people hand things over they do not have time to check if everything was thought of.
One team decided to outsource the whole wedding to someone who was qualified to do the work as they were not and wanted to ensure the customer got the best wedding ever.
|
Karon Campbell
rated this item with 5 stars.
|
|
I used this exercise as part of a time management course to help reinforce the importance of managing time.I had 7 delegates so we had a group with of 4 and a group of three. Both groups completed the exercise in the allocated time of 30 minutes using different approaches. They all enjoyed the exercise as it was not work related however, it did reinforce the main purpose of the course which was how to plan and prioritise more effectively. I would definitely recommend this exercise.
|
Shirley Palmer
rated this item with 5 stars.
|
|
I started our Time Management session with this activity. It made for a great ice breaker as the teams debated how to change the schedule. The information offered in the trainer notes were very useful. I went through the schedule bit by bit and it proved interesting the other methods that the delegates would use.
|
Previous Member
rated this item with 5 stars.
|
|
I used The Wedding Planner exercise at the end of the session to summarise what we had learnt regarding time management, prioritisation and organisation. I split them into two groups of three and gave them half an hour to work out what they were going to do. They seemed to struggle a bit at first and get in a bit of debate how they should organise it. They suggested afterwards that they would have liked some scissors to chop the tasks up and move things round (why didn’t they ask!) After half an hour we discussed what they had come up with and both groups had done it slightly differently. They both understood though that they could delegate tasks and lump similar things together to get things done quicker. In particular they saved time by not travelling so much. Again we linked this back to their role and they thought about how they could organise their own time better.
|
Previous Member
rated this item with 4 stars.
|
|
I used the Wedding Planner as a group exercise in an Assessment Centre. I was looking for an exercise that would require the candidates to show their planning, organising, decision-making and communication skills (amongst other competencies); this exercise is ideal because it covers all those bases. It was run as per the brief and I followed it up with some additional reflective questions. I was able to get exactly what I needed for the purposes of selection and I would recommend it as an exercise in this context too. Thanks Trainers’ Library – it meant I didn’t have to come up with a whole new exercise from scratch!
|
Previous Member
rated this item with 5 stars.
|
|
We completed the Wedding Planner in a Time Management session recently, it was a fun and fantastic way to show how to priorotise. All of the delegates were female and really played up to the role, however I am sure that men would be just as receptive due to the nature of the brief.
|
Previous Member
rated this item with 5 stars.
|
|
I've used 'The Wedding Planner' and it went really well in a time management session for Team leaders. They enjoyed the opportunity to work through a scenario that wasn't work related, yet could still highlight the pitfalls that they themselves make during their working day.
|
Previous Member
rated this item with 5 stars.
|
|
|
|
Time:
In total we estimate this exercise will take 180 minutes.
Aims: • To encourage participants to consider different approaches to improving poor performance, and the relative merits of those different approaches. • To encourage participants to think about appropriate timescales over which they might expect to improve performance and standards. • To consider the implications of not taking action to improve poor performance.
About
Time: This exercise will take about 80 minutes to complete. In total, allowing for discussion, we recommend allowing 180 minutes to complete this module. Aims: • To encourage participants to consider different approaches to improving poor performance, and the relative merits of those different approaches. • To encourage participants to think about appropriate timescales over which they might expect to improve performance and standards. • To consider the implications of not taking action to improve poor performance. Group Size: This module is suitable for use with groups of up to 15 participants. Useful For: Managers, or those who soon will be. You'll Need: Nothing other than the materials provided. Notes: There are two different versions of the team brief for this exercise. For junior managers we recommend using version 1, which contains a list of actions that the managers could consider when dealing with the issues of poor performance. For more experienced managers, we recommend using version 2, which does not provide any clues about the type of action they could take and encourages them to come up with their own solutions. This module is ideally suited for inclusion in training around managing change. You can reduce the amount of time needed for this module by approximately 30 minutes by not requesting a formal presentation and simply asking each team instead to talk through its proposed actions. Remote/Virtual Delivery: There is a Remote Delivery version of this module available in Trainers’ Library.
Label
Reviews |
|
Used this in a Leadership Development programme, following on from the Hungry Chick Inn Exercise. Modified it slightly so that rather than brainstorming performance solutions, we looked at performance conversations. Different members of the HR team took on the roles of the Chef, Receptionist and Head of Cleaning, and groups of 3 took turns in coaching each of them. Went down really well, and was great for practice and feedback.
|
Jane Butler
rated this item with 5 stars.
|
|
I felt moved to write a review on this exercise after running it yet again, very successfully yesterday. A full day of training on performance management can be challenging for those who are new to line management or are lacking in confidence in dealing with under performance; however as a post-lunch exercise this gives everyone the chance to test out their views safely in small groups, as well as getting everyone back into the subject in a practical and engaging way. I have used the exercise both by giving out and by not giving out the possible solutions at the beginning. My experience is that even the most junior managers come up with a number of actions unprompted and so I would generally not give the the extra information. However I would recommend this if you are short of time, as the discussions are much shorter and the exercise could be completed in around 30 -40 minutes.
|
Paula Cook
rated this item with 5 stars.
|
|
I ran this exercise as part of a performance management course. It's a good exercise to use after the lunch break as it gives the learners a practical situation outside their comfort zone (unless you work in hospitality) to be able to apply the theory and discussions from the morning session surrounding the performance management cycle. It's also a good way to identify any further issues that may need revisiting or require further clarity before the end of the day.
|
Nick Lennon-Barrett
|
|
This activity has been used as part of a Change Management course to clarify their learning. The activity makes them think about the problems at the Hungry Chick and what changes they would make. As there are employees involved it makes them think about how their decision would be made and how they would communicate any changes to their employee’s. I ran this with three different groups but they all came up with similar solutions to the issues.
|
Previous Member
|
|
|
|