Use these 12 steps to design a real-world Right-Minded Team Building Workshop. A workshop your teammates can’t wait to attend.
I bet you prefer a real-world team building workshop over a pretend one, right?
They can be fun, but they are not valid team building methods.
Those approaches are indirect and do not resolve team issues. They are, for the most part, pretend workshop events.
Your own experience knows this is true.
However, Right-Minded Team building is “real-world.” It is not pretend.
So, find out how much better off your team will be when you apply the Right-Minded Teamwork method by using this 12 Step workshop design process.
The 12 steps in how to design a Right-Minded team building workshop course includes:
- Training Manual
- A comprehensive 100-page guide with detailed instructions on how to use the 12 steps to design a custom workshop your teammates can’t wait to attend because they know they will get real work done!
- Online Course
- A training class with 2 hours of audio instruction from the creator, Dan Hogan, where he will share practical concepts and tips on how to successfully apply every step.
- Reusable Templates
- A 20-page document with templates, checklists, and team surveys you can use and reuse.
This course summarizes Dan Hogan’s three decades of in-the-field team building experience. Dan is a Certified Master Facilitator who personally facilitated over 500 teams in multiple workshops in the USA and six other countries.
We think you’ll find this course is more than enough to help you design a successful workshop. But if you need any additional support, we’re here to help.
Overview: 12 Steps How to Design a Right-Minded Teamwork Team Building Workshop
This course will teach you how to design effective, powerful team building workshops using Right-Minded Teamwork’s proven 12 Steps formula.
The 12 Steps Workshop Design Process includes three phases:
- Contract: Designing the workshop (steps 1-9)
- Commence: Facilitating the workshop (step 10)
- Carry On: Keeping up momentum after the workshop (steps 11-12)
Contract: Designing the Workshop
Step 1: The team leader determines the workshop’s purpose. Often workshops focus on something the team needs to change or improve because teammates are not working well together.
Step 2: The team leader connects with the team building facilitator to convey the purpose and potential outcomes for the workshop. Both agree to follow the 12 steps.
Step 3: The leader gives the facilitator permission to think of the initial outcomes as symptoms. This allows the facilitator to uncover root causes that the leader had not yet considered. It’s not unusual to learn that what the leader wants may not be what the team actually needs.
Step 4: The facilitator creates and presents a first draft plan to the leader. The plan includes the initial set of workshop outcomes, agenda, Punch List of workshop topics, and an announcement plan.
Step 5: The leader announces the workshop and prepares teammates. Teammates learn the facilitator will interview them. By offering their input and perspective, they will participate in designing the workshop outcomes and agenda.
Step 6: A Right-Minded teammate survey is conducted, which will help identify potential workshop outcomes.
Step 7: Teammate interviews are summarized, and their collective views are placed in the Punch List document.
Step 8: The facilitator creates and presents a second draft plan to the leader.
Step 9: Leader and facilitator fine-tune and agree on the outcomes and workshop agenda. Together, they distribute the agenda and begin preparing teammates for the workshop.
Commence: Facilitating the Workshop
Step 10: The leader and facilitator conduct the workshop and achieve workshop outcomes. Teammates agree to track their performance after the workshop. They agree on what they will track, how they will track it, and to whom they will report their progress.
Carry On: Keeping Up Momentum
Step 11: For the next 90 days, the team tracks their progress.
Step 12: The leader and facilitator either begin designing the second workshop or decide to transfer that responsibility to others. If the facilitator is asked to design the next workshop, the cycle continues onward with Step 1 again.
Over time, the team grows and evolves together.
Succeeding as a Right-Minded Team Building Facilitator
Facilitators apply their expertise within three specific functions:
- Designing Workshops
- Facilitating Workshops
- Teaching in Workshops
The most successful facilitators are skilled at both the art of communication and the science of facilitation and readily integrate both into everything they do.
Successful facilitators also do not over-function. “Over-functioning” means doing way too much for teammates – usually things teammates need to do for themselves.
As the story goes, if you give a man a fish, you feed him for a day. If you teach him how to fish, you feed him for a lifetime.
Teams need tools, not quick fixes. Be helpful, but don’t over-function.
Creating effective team building workshops is an excellent place to start. If you use these 12 steps in how to design a Right-Minded team building workshop, you will become a successful team facilitator.
From Worst to Best: Team Building Exercises
Team building sounds simple. How can so many people still have it wrong?
Here is a list of the worst team building exercises and good team activities.
Worst of the worst team building exercises
In Alison Green’s article, 10 Horrifying Team Building Exercises, you can read about some foolish and irrational activities that are called “team building.”
Please discourage others from thinking these activities are worthwhile team building exercises. In short, they are not.
A little better team building activities
Some well-meaning people believe happy hours, bowling, or similar activities serve as “team building.”
These are nice social events, and they can certainly encourage camaraderie. But please, don’t call them team building. They, too, are not.
Hit or miss team building
In “experiential play” scenarios, teammates typically go to an outdoor playground-type facility. Together, they experience either low-element games (played on the ground) or high-element exercises (constructed on poles).
In these settings, the teacher is accountable for providing a successful experience.
Ideally, participants gain new understandings from their time together that will benefit them and the team in the workplace. In reality, though, while some team members may enjoy the experience, many do not.
Other team activities such as games, can be fun. But just like the outdoor play, activities like the Egg Drop game are not true team building and their results are limited.
Can be helpful – team building
Educational and training events can be helpful for teams. In this team building approach, teammates attend a lecture.
Once again, the instructor is responsible for creating a successful training experience.
The hope is that participants will use the guidelines they have learned to build better teamwork. Sometimes this works, and sometimes it doesn’t.
Instead of yet another group bonding activity, teammates attend a custom Right-Minded team building workshop that was designed specifically to meet their real-world needs.
Above all, the 12 steps are, by far, one of the most successful characteristics of effective team building.
In this workshop, team members discuss and resolve their real challenges. All exercises and discussions result in practical Work Agreements.
So, teammates now have an outline as to how they will collaboratively work together to achieve their team’s business goals and shared psychological values.
Teammates and the workshop facilitator are jointly held accountable for a successful team building experience.
Instead of hoping that teammates will use their new knowledge, teammates make firm commitments to follow their team work agreements to improve their teamwork.
Real progress is made together. That is Right-Minded Teamwork.
Others are saying…
“This course provided me with rational, structured approach to identifying and achieving the true goals of a team-building workshop.” Roger Baker, Principle of The Business of Policing and former Anaheim Police Chief.
“If I had to summarize the greatest benefit received, I would have to say awareness. It gave me awareness of tools and processes to use to ensure I design the best possible workshops, that the participants know they have input to the design because they’ve been interviewed, that the desired outcomes are addressing the true root cause of whatever issues there are, and that the leader requesting the workshop is aligned to those desired outcomes.” Lydia Cole, Team Facilitator at Ultra Electronics.
“All steps you gave are practical and implementable. I am grateful to you for providing such an invaluable training.” Devendra Gabhawala, Lead-Learning & Development at Enercon India Ltd
If you prefer a real-world team building workshop over a pretend one, use these 12 steps to design a Right-Minded team building workshop.