This text is part of the special Team Building notebook
Lac-à-l’shoulder, role-playing, escape or adventure games, bowling tournament or improvisation workshop: the choice of activities team building — team building, in plain French — abound. As a leader, how make sure you choose the best option to achieve your goals?
“We are planning an activity team building for several reasons: increasing the effectiveness and efficiency of your company, stimulating the feeling of belonging and increasing employee retention,” mentions Clément Charrier, founder and president of Jeux Spin. This company specializes in corporate, school and fun events.
Whatever the goal, there are many approaches to organizing team building activities, he continues. “We can very well think of retreats where people take advantage of a moment outside of the professional context to think about solutions, something more serious. It can also be recreational activities, which allow the acquisition and consolidation of skills through play,” he suggests.
“The first question we should ask ourselves is whether the team building is really the way I need? » adds Charles Lapierre, doctoral student in occupational psychology at the University of Sherbrooke.
The man who also co-founded Corps bruits, an organization offering team activities in Estrie, believes that an in-depth analysis of organizational requirements must be carried out before booking. Wanting to offer a good time to your employees does not require the same organization as wanting to tackle communication or leadership problems within a group, he then adds.
Build and strengthen ties
This is why getting advice when planning an activity is wise, mentions Clément Charrier. “The basic objective is to have a good time with colleagues,” he says. But we will ask questions of the organizer to determine if the company is experiencing any particular challenges in terms of human resources. »
The expansion of teleworking, for example, has reinforced the need for connections between employees, since some have never met since being hired during the pandemic.
“In connection with this, or simply to facilitate cohesion between colleagues, we generally offer activities where we separate the teams into smaller groups,” explains Mr. Charrier. This promotes communication between individuals. »
So by holding tournaments, teams compete against others, and people end up interacting with a larger number of people, he says. This way of proceeding is also more comfortable for the most introverted workers, he emphasizes.
Likewise, if the goal of the activity is to ease conflict or tension, placing warring colleagues on opposing teams in a competition probably won’t help.
“We must instead choose a formula that allows everyone to collaborate, give them a common objective through the games,” believes Clément Charrier.
“The idea is to do no harm. In the worst case, an activity will not have changed anything,” underlines Charles Lapierre. He illustrates his point with a fictitious example where two employees who have been ignoring each other for three years would have to cooperate closely in an activity. Either they continue to ignore each other, or they learn to communicate better together. The important thing, he says, is not to inflame tensions.
Create a habit
Planning a team-building activity will not solve all of the organization’s problems if it is not preceded or followed by other efforts to make its effects last, stakeholders warn.
“We must create a philosophy that will maintain team spirit and motivate employees,” believes Clément Charrier. The organizations that have the best corporate culture are those that do not team building only within the framework of a party Christmas or a summer barbecue. They plan things all year round. »
“You have to be able to take advantage of the activity and its repercussions,” he continues. The preparation can be a happening in itself. We have companies that do it seriously, giving themselves team names and rallying cries! »
“It’s completely correct and important to offer a fun moment to your staff,” notes Charles Lapierre. But we must plan it knowingly. It ultimately comes down to determining what environment, atmosphere, and experience makes the most sense for our organization. »
This content was produced by the Special Publications team at Dutyrelating to marketing. The writing of the Duty did not take part.