| Things to do before you commence Team Building Activities |
After establishing this intention, you start to paint a vision of success to your team how the intention can be accomplished, what steps are required and the event plan you're going to use that will lead the team to victory or financial success.
Learning about your Team Members
There is also a need to learn about your team members before any activities or games take place. Knowing your team members' strengths and weaknesses is part of team building strategy. As a team builder or supervisor, you're one part educator and so you aid each team member to reach their full potential.
Team building activities are not experimental for the team builder; they ought to be educational for the team members. A team leader may assign roles to certain colleagues knowing that they will be challenged in a different way or knowing that a new assignment may aid them to discover new potential. A team leader may choose to pair two workers together for a specific intention or break down a large team into two smaller teams. As much as possible, every move ought to be strategic and not left up to chance.
There may be instances in which you assign someone a specific task, not for experimental reasons, but for that individual's professional growth. In this case you can observe to see how they handle the assignment and then plan follow up activities for the next team building meeting. Possibly you want to test the leadership potential in a few colleagues of your team. One way to do this is to assign an event where there is a tough problem to solve and then offer restricted guidance. Observe to see which of the team members rises to the occasion. Study the results and compare these notes with your previous evaluations of each worker. Eventually you begin to learn about your team and can better work with each member at their own pace.
Organizing Your Activity
It's usually a good idea to outline your material, including all activities, whether mentally or in notes.
Improvising on the spot is a risk unless you're an experienced speaker and team coach. You want to appear confident before the team and as a source of authority. Before your team can believe in you and thus be motivated to do what you say, they need to trust you. They ought to trust that you have their best interests at heart and that you actually know what you're talking about.
Stuttering through instructions or cracking too many jokes as a nervous reaction could cause your team to second guess you as a source of authority. A flourishing team has to believe in their leader. Before they can commit themselves to a intention and to a mission statement, they must hold a leader worth following.
Even if you have no previous experience in teaching or corporate leadership, as a supervisor or team builder you can still inspire team members to reach and give their best. It just takes careful planning knowing your team, knowing your company and knowing the agenda.
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