As the management guru Peter Drucker famously put it, “Time is the scarcest resource; if it is not managed, nothing else can be.” So how are you going to manage your time . . . while you try to manage to find the time to do all that you need to do?
There are a million time management and personal productivity tools, tips, and techniques out there. You can spend hours researching all of them. (But then you really wouldn’t get anything done, would you?)
Or you can start with any of the seven simple tips I’m suggesting in my latest post.
Many corporate team building off-sites start out with good intentions, but end up being less than a Grand Slam event.
When you only have one chance to make it a success, how can you increase your odds of getting "a hole in one" -- on every hole?
This post features a few of Todd's success tips, along with those of other industry experts including, coincidentally, our good friend Bryan Mattimore.
Bonus content: While this article mentioned just one of his quotes on the subject, here, below, is Todd's full response to the interviewer's question, "How do YOU create a team building event that is both fun and effective?"
"There is so much to say on the subject, as my company BigBlueGumball specializes in facilitating team building workshops and off-sites for all types of organizations (boards, senior leadership teams, departments, project teams, etc.). And I teach a graduate course at NYU entitled, “Leadership & Team Building” as well.
Our company’s motto and approach is summed up in the three words “Educate, Engage, and Excite” by making every team building experience high-energy, fast-paced, interactive, impactful, memorable, and fun – with the ultimate objective of setting any team up for success.
My philosophy is that “team BONDING needs to come before team BUILDING.” (TM) In brief, this means that before focusing on “the work,” we need to focus on the people. That includes doing engaging, interactive, fun – but not cheesy or clichéd! – team activities that help colleagues connect through getting to know one another better. We have a variety of different innovative exercises we draw upon to achieve this objective, and we customize the activity to each specific group based on a range of variables. We try to be innovative and do the unexpected, so no old-fashioned “catch-your-teammate-while-blindfolded” exercises for us.
We use a variety of creative methods and techniques to help teams collectively come up with their own Guiding Principles, Team Charter, and/or Road Map that will immediately get them working together, defining roles and responsibilities, and starting to build trust and mutual accountability, while practicing the principle that “People support a world they help create” (as per author Dale Carnegie).
In addition, when appropriate, we have a few simple assessments and exercises that help participants identify their own and one another’s preferred behavioral styles, and communicate their personal preferences, for example my Passion/Skill Matrix model which basically supports the powerful notion (by management guru F.W. Taylor) that “People do best…what they like best to do.”
Other classic concepts and exercises we often incorporate into our team building workshops include Tuckman’s “Four Stages of Team Development” (forming, storming, norming, performing); Katzenbach’s “Six Team Basics”; and Lencioni’s “Five Dysfunctions of a Team.”
But there is no “lecturing” in our team building events: everything we do is experiential so as to maximize the impact and effectiveness for when the event is over, and the teams must then actually, finally get back to work. And produce results. Together.
I have much more to add, but I’ll stop here.
To sum up, the key idea is that when a team building event is done successfully, the outcome is that as a T.E.A.M., Together Everyone Achieves More than any individual would on their own."
And our role, as master facilitators, is to help make that happen.
I hate making the bed. It's one of my least favorite things in the world to do.
But what does this have to do with new year's resolutions, goal-setting, and time management?
Click here to find out...and to help answer the question: What are the "un-made beds" in your life?
Why is feedback—whether it’s negative feedback or constructive criticism—so tough for most of us to take?
When we receive feedback that we don’t agree with, the tendency is to get defensive, to explain, to make excuses, to try to invalidate it, to deny it, to be offended by it, and even to resent the person giving it.
Click here to find out why...and what we can do to make the most of the feedback we receive.
What's the impact -- and what are the implications -- of four very different generations (Traditionalists, Baby Boomers, Gen-Xers, and Millennials) all working together?
And how might your career advice vary when advising someone in their 20's, 30's, 40's, 50's or 60's?
My latest Hired Guns post seeks to explore these...and a number of other related (and sometimes controversial) questions!