We've made a few changes to the way we run the days to make sure that social distancing and hygiene is maintained.
After months of online sessions, on Friday we ran our first outdoor team development day of this year, for a stressed management team from an NHS partnership who've been remote for the past 6 months.
We've made a few changes to the way we run the days to make sure that social distancing and hygiene is maintained.
I live in a flat without a garden, and while I get to walk along Brighton seafront most days, I’m really missing some proper nature time.
On the suggestion of a colleague, I’m sharing some of what I would be doing if I had a garden, for my health and wellbeing - in case it’s helpful during lockdown.
Photo ©Ellie J McMaster on Instagram, Jan 2020
If I had a garden I’d be spending as much time in it as I could.
Having a team meeting where you're honest and truly listen to each other can yield great results. It’s not always easy to do, so we asked business leaders about their experience of facilitating meaningful conversations with their teams.
A few weeks ago we asked 60 business leaders from a range of small, medium, and large organisations a series of questions about their experience of this with their teams.
The responses showed lots of common issues that leaders face when working with their teams, but interestingly, a few immediately pushed back: “What do you mean by a meaningful conversation?” they asked.
So first things first.
What is a meaningful conversation?
The conversation could be on anything from aligning on vision or goals, clarifying a key message, working out a new way of doing things, or deciding what to do next.
What’s important is that a meaningful conversation requires an honest discussion - where you all feel safe enough to share your truth, really listen to each other, and allow the full meaning of what each other says to come out - so that everyone feels heard and understood.
Even better if there’s some tangible impact and beneficial change as a result, moving you all forward towards what matters.
Location: Self-contained nature site, nr Brighton
Group Size: 20
Who they are:
Sussex Recovery College offer educational courses designed to promote self-management of mental health and recovery. The courses are delivered by a combination of professional and peer trainers.
Why a strategy away day on legacy in the wild?
The peer trainers have tended to work independently, and didn’t know others from different regions very well. The college wanted to bring the peer trainers together to celebrate achievements, and to look at how they work together, using nature as an inspiration for the learning.
“How do we generate a stronger, more integrated team?”
“What do we want our legacy to be?“
Location: Woodland, West Sussex
Group size: 7
This global medical technology company provide innovative healthcare and medical solutions. The south east region team is pretty new and has grown from two to seven people in less than a year. The product they sell is complex and the market is competitive.
Team members come from diverse backgrounds, and all work remotely, so they don't spend much time together, and don't contact each other often.
"How do we want to communicate with each other so that we can work together better?"
A team from digital agency Pragmatic come to the woods for one of our team building and strategy away days, and to explore their purpose.
Read what happened and what they learned in the case study here.
#digitaldetox #teambuilding #businessunplugged
Photo thanks to Sarah Davenport
The Library got in touch because staff are pretty stretched and stressed. They were looking for non-traditional ways of dealing with that. They also wanted to make more use of Stanmer Park, which is a great outdoor resource on their doorstep.
Their challenge: "How can we use nature to manage the pressures of work and reduce stress in the workplace?"
Read what happened on their strategy away day and what they learned, in our case study here.
#teambuilding #foraging #wildisthenewworkplace #digitaldetox
Why team building is important
But what happens if you don't invest in your team, take time to improve social relations, resolve workplace tensions, and build a forward-thinking culture?
The answer: your team may suffer from a lack of progress, poor productivity or conflicts, all of which can lead to under-performance as a whole.
As a leader it’s your job to resolve these issues as quickly as possible. If you don’t, you may find your staff leave you for a competitor, as a recent survey by LinkedIn shows: 70% of professionals would not work at a leading company if it meant they had to tolerate a bad workplace culture.
For today’s workforce, culture reigns supreme, and as Peter Drucker said “culture eats strategy for breakfast” ie it’s good for the business too.
Read on to discover why heading outdoors into nature is one of the most effective ways of achieving your team building goals and is a vital part of any HR strategy.
Founded by best-selling author Graham Allcott (How to be a Productivity Ninja), Think Productive help transform the productivity and wellbeing of leading organisations around the world, through practical, human and straight to the point time management and productivity training and workshops.
Think Productive are a close team, a mix of trainers (called Productivity Ninjas) and head office staff.
Circumstances have changed. They’ve just done a 360. It has thrown up some unexpected stuff and the CEO has decided to go with a different plan.
It’s fine, I understand. And anyway I appreciate that she cares enough to explain this face to face.
Over coffee we have a wide-ranging discussion about culture, and the challenges and tensions of an organisation that has frontline support staff and also a retail arm, with different issues, different needs, and different personalities.
And then she mentions homelessness.
That’s when things take an unexpected turn.
For some reason I’m compelled to tell her what happened the day before. A visit to a meditation class has kickstarted my on-again-off-again resolution to be more generous to the growing number of people begging on the high street.
On my way to get some lunch, there's a toothless guy sitting on the pavement by the Barclays cashpoint, as I drop some coins into his hand, I ask him how it’s going.
There are undoubtedly positive benefits to business and organisations from this state of 24-hour connectivity.
You can be more productive by managing projects using cloud based tools; you’ve got the convenience of being able to access everything you need, from meals to travel, with the touch of a button; and you can easily serve international markets during their waking hours, as working across different time zones and having staff based across the globe is becoming de rigueur.
However, it's also becoming clear that it’s not all sunshine and roses.
You may be able to have a gourmet meal delivered at all hours of the day and night, but what is this state of being always-on doing to your mental and physical health, and the health of your team?
Collaboration, impact, and purpose. How campfires help business leaders develop a plan for the future
What happens when leaders, business owners, senior managers, and people who work for themselves get together around a campfire in a new and natural environment and are asked: “What conversation would you like to have that will make a difference in the world?”
For a few hours, myself and the other people in these groups shared our stories, ideas and insights into leadership and responsibility, and about culture and the future.
Being outside has an immediate impact.
I notice how we all think and behave more-than-slightly differently. There’s an openness to the conversations, less boundaries, and lots of trust.
Having the time and space to reflect on leadership and impact with a bunch of complete strangers allows a wide range of subjects, voices, and opinions to be heard and mulled over.
Being outside has an immediate impact. I notice we all think and behave more-than-slightly differently. There’s an openness to the conversations, less boundaries and lots of trust.
#team #strategy #nature #business #schoolofthewild
From an outside perspective I had what every young professional wants - I worked on partnerships with music and media brands, I got to go to glamorous events and trendy media industry parties and I had a decent enough salary to enjoy the London life.
Back then, nobody talked about millennials, the buzz word at the time was urbanites - and I was living the stereotypical urbanite life; work hard, play hard, spend hard.
But despite my initial excitement, within a couple of years it became clear to me that I had set off on the wrong path. Neither my job nor my lifestyle were going to make me happy or give me any sense of fulfilment. Life and work felt meaningless, empty and vacuous - essentially I was lacking any sense of purpose.
So I quit the media life and went to work in Government communications, on a THINK! road safety advertising campaign aimed at reducing deaths and injuries amongst motorcyclists.
My work had meaning and I felt fulfilled. I got a huge sense of achievement from the fact I was doing something with purpose, and which had a positive impact.
Eventually I left London to seek a healthier and more balanced lifestyle by the sea here in Brighton, and I started designing a career that fits around my needs and values.
More recently, I have worked a lot in the charity sector and on projects which give me creative freedom. But purpose, and doing work which has a positive impact is still a core part of what drives me.
In the face of these uncertainties, and with the daily demands of running a business, it’s easy to see how your purpose can get lost.
The urgent day-to-day pressures of meeting deadlines, finding clients and managing a busy team can often become more important than what seem like idealistic notions of ‘purpose’. This may lead you to feel a dichotomy between being true to your values and running a successful business that earns you a decent living.
The desire to do some good, rather than chase purely short-term financial goals, is something you may end up putting aside.
And if you’re an entrepreneur or a startup, you need to achieve credibility, clients and an income quickly in order to grow your business. It’s all too easy to grasp at partnerships, projects or areas of work that don’t meet your wider objectives just to get your business off the ground.
As Andrea Collings, Director of Brighton based startup Terrier Marketing, says:
“When we first started out, we were chasing clients who weren’t the right fit for us, just to get up and running. Eventually we realised we needed to take a step back and reconnect with our purpose. We said to ourselves: 'Hold on a minute, why are we doing what we do? We didn’t start out to work this way, we have certain values to uphold, and these have become lost.' We’re now attracting and working with clients who are the right fit for us, and we are right for them.”
How can you embrace these changes and continue to create happy, productive and successful teams in the 21st century? asks Lauren Psyk
The digital world is not the only driver for this change in where and when we work. There has also been a dramatic shift in our very attitudes to our careers. Increasingly, salary is not seen as the key marker of success.
Goals for career fulfilment now include being valued as an individual, working fewer hours, protecting your mental health and working for a more socially responsible organisation.
When looking for new roles, a positive work/life balance comes before salary or career progression as one of the most important things employees seek. Bestselling books such as The 4-Hour Work Week promote the idea of living more and working less.
Alongside this, social media means your employees are all busy cultivating a strong ‘personal brand’ online and individualism is valued above all else.
In recruitment, the power is increasingly held by the applicants, who see themselves very much as their own brands and are asking: “Does this company fit with my values and my ethos? Can they give me the work fulfilment I’m after?”
If you can’t deliver the lifestyle that a talented, young graduate is looking for, there are plenty of other creative, forward thinking startups and organisations who can.
Something about it must have resonated though because I was drawn back to it and reconsidered.
As anyone who knows me well would expect, my initial concerns were over shallow (I prefer the word ‘practical’ – it’s all about personal branding) things like what the weather would do to my hair, and what would be the best thing to wear.
Having assuaged my doubts on these, I focused on the benefits – spending time out of the office, getting back to nature, learning new things, looking at issues from a different perspective, sharing with strangers who didn’t know me and therefore would respond with potentially fresh ideas and views – and suddenly the idea seemed delightful.
No email, no mobile phone, no interruptions for a whole morning. A focus on my own thoughts, plans and ideas. Learning. Listening. Interacting. Sharing. Helping others.
And so I booked myself on, found my wellies and joined in.
I loved it. It all made so much sense.
There’s lots of research that shows we need nature at a deep and fundamental level, but our cities and buildings are often designed in ways that diminish the environment, and alienate us from the natural world. Biophilic design, in contrast, shows the way toward creating healthy and productive habitats in a modern way.
Biophilia itself means the human need for connection to nature - the idea that we possess an innate tendency to seek connections with nature and other forms of life.
For the leader of any organisation, you may have lots of people working for you, but with the challenge of a changing and diverse workforce, a never ending conveyor belt of meetings, reports, and decisions, with uncertain outcomes and the pressure to deliver, you can end up feeling pretty isolated and wondering how best to lead effectively.
You’re not alone: 60% of leaders say feeling isolated affects their performance, and instead they get caught up in the small details and push aside the decisions that really matter. [†]
Most of these events and meetings are indoors though - in offices, coffee shops and co-working spaces like Platfr9m and Freedom Works.
So when I was invited to attend Mentors Go Wild, a session run as part of the NatWest Business Accelerator programme and facilitated by School of the Wild, a morning of conversation, teamwork and communication – all outdoors in the beautiful Stanmer Park – I literally jumped at the chance.
We did a number of exercises throughout the morning led by Nigel and the School of the Wild team. All designed to help the group get to know each other, discuss challenges and opportunities, and bring a group of seemingly disparate individuals together.
I’m not going to spoil the surprise of the innovative exercises we did, but instead I offer three things I learnt from working outside for the morning.
Author & Curator
Nigel Berman is the founder of School of the Wild.