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Time:
In total we estimate this exercise will take 75 minutes.
Aims:
• To explore some of the challenges participants will face as a manager and how to approach them with the right balance of ethics and pragmatism.
About
Time:
The exercise in this module can be completed in about 60 minutes. In total, allowing for discussion, we recommend allowing about 75 minutes for this module.
Aims:
• To explore some of the challenges participants will face as a manager and how to approach them with the right balance of ethics and pragmatism.
Group Size:
This module can be used with groups of between 4 to 18 participants.
Useful For:
Learners who are brand new managers (or very soon will be), particularly if they have been promoted from within the team.
You'll Need:
• Playing pieces, one per team.
• Small prize for the winning team.
• 60 second timer or stopwatch.
• Facilitator Traffic Lights.
• At a Crossroads Conundrum Cards.
• At a Crossroads Diversion Cards (3 per team).
• At a Crossroads Game Board.
• At a Crossroads Suggested Answers (for the facilitator).
Notes:
This exercise is suitable for use with groups of up to 18 participants. It is run as a competitive game, which is a race to the finish and played in teams of two or three players. We do not recommend having teams with more than three participants. All the scenarios contained in the cards are based on actual experiences faced by managers in their first year of managing a team. It is a particularly useful exercise for people who have been promoted from within the team to become the manager and who are struggling to adapt to their new role with people who were once their peers.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I recently used this during a two day introduction to management course. The participants loved and it was a great resource to use that was fun but achieved important, relevant learning outcomes. This will be a resource that I will continue to use with the added advantage that the gameboard can be used with the performance management cards, when I run the next course for managers on coaching and mentoring.
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Sue Bartlett
rated this item with 5 stars.
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On Tuesday this week I used the At a Crossroads activity from Trainers Library with a group of 4 newly appointed managers.
What a great activity. We had full interaction and the conundrum cards really threw up some challenges that the participants could relate to. It was great to be in control of the traffic lights so that we could really discuss each challenge and hear the different perspectives on how each individual would potentially deal with that challenge.
We didn't get through all the cards, however the participants have asked for round 2 at our next workshop because they enjoyed the activity so much.
I am aware that you can download the road map and cards however I made the small investment and bought the resources from Trainers Library as I know this will be used time and time again.
Great resource, easy & fun to use and definitely encouraged much debate and thinking.
If you've not used it then try it.
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Pauline Weddell
rated this item with 5 stars.
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This exercise provides a lot of different scenarios for managers to consider how they would respond.
I have used a slightly adapted version of this exercise as a warm up for management development training. I have a series of workshops focussing on different aspects of management behaviours, with the same group of participants each time, and used this as a warm up exercise for workshop 2. Instead of using the board, I asked the teams to pick a card from the deck and read it out. Team A picks and reads then Teams B and C have 30 seconds to come up with a response. Team A picks their favourite response and awards that team a point. Then move on to Team B. I repeat this to cover 9 randomly picked cards. Each card read gives an opportunity for discussion around the best way to handle the situation.
As there are so many cards, I will probably repeat this as the warm up for workshops 3 and 4 too.
Another great resource from Trainers' Library!
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Lisa Lester
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 75 minutes.
Aims:
• To explore some of the challenges participants will face whilst managing the performance of individuals in their team.
About
Time:
The exercise in this module can be completed in about 60 minutes. In total, allowing for discussion, we recommend allowing about 75 minutes for this module.
Aims:
• To explore some of the challenges participants will face whilst managing the performance of individuals in their team.
Group Size:
This module can be used with groups of between 4 to 18 participants.
Useful For:
Anyone who is responsible for the performance of others, or who soon will be.
You'll Need:
• Playing pieces, one per team.
• Small prize for the winning team.
• 60 second timer or stopwatch.
• Facilitator Traffic Lights.
• Conundrum Cards.
• Diversion Cards (3 per team).
• Game Board.
• Suggested Answers (for the facilitator).
Notes:
This exercise is suitable for use with groups of up to 18 participants. It’s run as a competitive game and is a race to the finish. Played in teams of 2-3 players - we do not recommend having teams with more than 3 participants.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I recently used this activity as part of a development centre for aspiring leaders. It was really well received by the group. We had about 18 people split into 6 teams. The intention had been to run the activity for 45 minutes but the group enjoyed it so much it went on for over an hour and we still hadn't got close to a winner. The scenarios generated lots of debate. I would perhaps suggest starting with smaller groups at first as it is difficult to facilitate with such large group sizes
I used the board game pack that I purchased, and whilst this did provide a nice visual to accompany the activity, the conundrum cards would have worked perfectly well without the board game if used as discussion topics. An excellent activity that is guaranteed to get the group engaged (Just make sure your answer sheet matches your conundrum cards!)
At the end of the session the group asked for a further full days session dedicated to discussing these types of scenarios and for me that says it all about how good the activity is.
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Mike Taylor
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 75 minutes.
Aims:
• To encourage participants to consider planning and preparation as part of leadership.
• To facilitate discussion around playing to the team's strength.
• To consider factors that motivate staff to perform well.
• To encourage staff to self assess, review and reflect on performance.
• To encourage leaders to consider their communication skills.
• To encourage leaders to consider the question of keeping people motivated.
• To demonstrate leadership skills in a practical task.
About
Time:
This exercise will take about 55 minutes to complete. In total, allowing for discussion, we recommend allowing 75 minutes to complete this module.
Aims:
• To encourage participants to consider planning and preparation as part of leadership.
• To facilitate discussion around playing to the team's strength.
• To consider factors that motivate staff to perform well.
• To encourage staff to self assess, review and reflect on performance.
• To encourage leaders to consider their communication skills.
• To encourage leaders to consider the question of keeping people motivated.
• To demonstrate leadership skills in a practical task.
Group Size:
This module is suitable for use with groups of up to 25 participants.
Useful For:
First line managers and supervisors.
You'll Need:
• Broadsheet newspapers (one per team).
• Sticky tape (one per team).
• A tennis ball.
Notes:
In this exercise, participants will be working in teams of 4 or 5. Each team will need one broadsheet newspaper (for example, the Financial Times) and a roll of sticky tape.
In addition, you will need a tennis ball (or similar) to test the strength of the teams’ structures.
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I ran this as an icebreaker for a couple of reasons, firstly I had 1 manager on screen from our India team - and secondly we have some managers who are very hands on and do a lot of the doing, leaving them little time to lead their team.
It worked brilliantly by appointing the remote manager as a Team Leader as he couldn't physically contribute to the activity and choosing another manager for the opposite team that has a development need around stepping away and letting her team work through cases.
I used 5 sheets of flip paper per team (didn't have newspapers) and this worked perfectly.
The de-brief worked brilliantly, especially with targeted questions to the team leaders and "their team"
Lots of laughter, but a great focus on time management and linked to service level agreements we have, quality assurance, motivation and leadership.
I'll definitely be running this one again.
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Helen McGowan
rated this item with 5 stars.
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I used this activity for a teambuilding exercise and it really defalted the team. I think it is important for the team to be in close proximity even in separate rooms. I think it works better for the teams to be in the same room in corners of the room. A lot of running around for the facilitator and a lot of newspaper is needed!
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Anjana Rajani
rated this item with 3 stars.
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I've used this activity twice: once as a leadership exercise and once for teambuilding (requiring only a slight change in emphasis on the debrief). Students want to get straight onto the bridge-building phase rather than spend time on planning their bridge. However, when debriefed, they comment that they understand the importance of planning, and recognise that it's something they perhaps need to do better in their day jobs. This often comes from the team who don't succeed with the task - they acknowledge that better planning (and also leadership) could have helped. Using it as a leadership activity, you can focus in the debrief on the role of the leader, on leadership styles/approaches, and what it might have felt like had they not had a leader. For teambuilding, you can still draw out issues about leadership (because someone in the group might have evolved as a natural leader, without having been appointed, and this is something you might want to comment on) as well as focusing on the positives of teamworking - so if you are running this activity with a team who are not working well together, you could praise them (without patronising) on how well they worked together to build their bridge. It can be adapted easily with or without appointing a leader, or observers. I ran it with much shorter time-frames than recommended - only 10 minutes for planning and 20 minutes to build the bridge, but it still worked - it just got participants working harder and faster. There's a real energy in the room as teams strived to build a better bridge than their competitors! (You can always make the point of course, that they were asked to build a strong bridge, not to beat their competitors, but inevitably the element of competition will appear!). Leave the bridges on show for the remainder of the training course/week - they're a talking point. I even had one team nominating someone to "body pop" underneath the bridge to music from their iPod - real flair, creativity, leadership and teamworking coming out.
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Previous Member
rated this item with 5 stars.
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I used this exercise very successfully when training a group of new managers on communication styles and teamwork. The exercise was very simple to run and needed very few props - and those which it did need were inexpensive and readily available - perfect!. The groups had a lot of fun and it was really interesting to notice the creative thought process - I guess the exercise could also be used for problem solving situations. We used an observer for each group who was able to give great feedback on the group dynamics and interactions - picking up on key words and phrases used which were useful - and of course, those which were not so useful. The exercise demonstrated the key learning that I wanted to draw out - it was quick - and the group had a load of fun doing it. Can't get better than that really.
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Rosemary Taylor
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To introduce participants to the subject of delegation.
• To explore what constitutes effective and ineffective delegation.
• To consider best practice when delegating.
• To identify some pitfalls to avoid when delegating.
About
Time:
The exercises in this module can be completed within 40 minutes. In total, allowing for discussion, we recommend allowing 60 minutes to complete the module.
Aims:
• To introduce participants to the subject of delegation.
• To explore what constitutes effective and ineffective delegation.
• To consider best practice when delegating.
• To identify some pitfalls to avoid when delegating.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Team Leaders and managers.
You'll Need:
• Plenty of blank sheets of A4 paper.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Even with my poor amateur dramatic skills then this is a great exercise. It is fun to run, energises the group and as with all TL exercises generates powerful discussion and learning points. Have used this for years and everyone is always so proud of their boats and often take them home!
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Emma Wynne
rated this item with 5 stars.
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This session was brilliant. Such a visual and real activity that got everyone understanding how to effectively delegate. The frustration of so many of the delegates allowed for a very amusing activity which was enjoyed by all.
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Previous Member
rated this item with 5 stars.
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This activity worked brilliantly for stirring up responses.
I was very vague about what was expected in the boat building activity and then immediately made myself unavailable. The end result was really interesting - some delegates were so irritated they couldn't ask questions and with was such little information to go on they refused to build a boat. They felt it was a waste of time trying, because they just didn't know enough to do a good enough job. Brilliant for generating learning points.
Great thing was, there was an aeroplane in the fleet of boats, on the basis that, 'I know how to make a paper plane so I'd prefer to do that well, than make a bad boat'
This drove some really interesting behaviours.
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Julia Anyan
rated this item with 5 stars.
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I was delivering a course on delegation and needed to emphasise the point of poor delegation to the group that was in the training. This activity is excellent to do this. Sink or Swim is based around an imaginary organisation called Bob’s boats, where delegates are given A4 paper with little clear instruction and asked to build boats. The poor instructions and the role play that is used to demonstrate a lack of enthusiasm for their efforts is a great way to demonstrate how delegation should not be done. Everyone who did the exercise really enjoyed it, and it really made the delegates think about how delegation could be improved.
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Shaun Gagie
rated this item with 5 stars.
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It is always popular with delegates and shows brilliantly how poor delegation can lead to problems including frustration, confusion and most importantly not getting the job done that was wanted. It demonstrates the important learning points whilst being great fun – a brilliant mix. We have also used this for train the trainer courses in terms of not training people properly.
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Emma Wynne
rated this item with 4 stars.
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Just a few thoughts on 'Sink or Swim'. I ran the exercise as part of a section on delegation with a group of team leaders - all of whom had expressed an interest in improving their delegation skills. The first section requires minimal materials - handouts, a supply of plain paper - and is easy to set up. After the initial shock, the delegates threw themselves into [the exercise] with varying degrees of success and enthusiasm while I was 'out to lunch'. The review of the exercise was very effective, bringing out how not to do it and for generating thoughts on more effective means of delegation. The next phase was an evaluation of what successful delegators do. This worked well with the review slides supplied with the exercise. The final part (the story around the Tsunami) worked well as a reminder about setting boundaries and empowering delegatees. I found the exercise took about forty-five minutes. At the end I also added some discussion and slides around the benefits of delegation and reasons why we don't delegate. These generated some 'lively' discussions. In future courses, I may have these discussions, before the exercise. All in all a really good exercise for delegates to experience and think about delegation. Thanks Trainers Library!
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Nigel Baynes
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I've used Bob's Boats which was a successful excercise for Delegation and left many of the participants actually wanting to finish making their boats after the course had finished! It was a good excercise to get everyone involved and participating and helped them understand the importance of always making sure that the tasks delegated have been followed up.
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Previous Member
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Bob's Boats always, always gets the most amazing response. One client I visit where I used it about 3 years ago I still get comments "here's Bob's or Burton's Boats". What fantastic recall.
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Previous Member
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Time:
In total we estimate this exercise will take 45 minutes.
Aims:
• To understand why we delegate.
• To understand how to delegate effectively.
About
Time:
The exercise in this module can be completed in about 15 minutes. In total, allowing for discussion, we recommend allowing about 30-45 minutes for this module.
Aims:
• To understand why we delegate.
• To understand how to delegate effectively.
Group Size:
This module can be used with groups of up to 25 participants.
Useful For:
Staff at all levels.
You'll Need:
• A supply of Lego, with at least 15 large pieces for each team of 3-5 participants.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library - Building an Understanding of Delegation.
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Time:
In total we estimate this exercise will take 45 minutes.
Aims:
• To show participants a five-step model that will help them establish the need for a difficult conversation and plan for a successful outcome.
About
Time:
The exercise in this module can be completed in about 15 minutes. In total, allowing for discussion, we recommend allowing about 45 minutes for this module.
Aims:
• To show participants a five-step model that will help them establish the need for a difficult conversation and plan for a successful outcome.
Group Size:
This module can be used with groups of up to 25 participants.
Useful For:
Anyone.
You'll Need:
• Nothing other than the materials provided.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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| A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To consider how a disciplinary policy/procedure should be used in practice.
• To help participants identify the skills and behaviours they should adopt as managers when involved in a disciplinary procedure.
About
Time:
The exercise in this module will take about 20 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims:
• To consider how a disciplinary policy/procedure should be used in practice.
• To help participants identify the skills and behaviours they should adopt as managers when involved in a disciplinary procedure.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Line managers.
You'll Need:
Nothing other than the materials provided.
Notes:
This module has been written with best practice in the UK in mind. Please be aware when using this module that legislation affecting this area tends to be updated frequently and that the legal position in countries outside of the UK may differ. All trainers should check the current situation and their organisation’s policies with a HR professional before running this module. For UK customers, the ACAS website is very helpful: www.acas.org.uk.
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Time:
In total we estimate this exercise will take 120 minutes.
Aims:
• To help participants understand the benefits of having a disciplinary procedure.
• To help participants learn about the organisation’s procedure and their responsibility within it.
About
Time:
The exercises in this module will take about 60 minutes to complete. In total, allowing for discussion, we recommend allowing 120 minutes to complete this module.
Aims:
• To help participants understand the benefits of having a disciplinary procedure.
• To help participants learn about the organisation’s procedure and their responsibility within it.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Staff at all levels and line managers in particular.
You'll Need:
• Copies of the organisation's disciplinary policy and procedures.
Notes:
This module has been written with best practice in the UK in mind. Please be aware when using this module that legislation affecting this area tends to be updated frequently and that the legal position in countries outside of the UK may differ. All trainers should check the current situation and their organisation’s policies with a HR professional before running this module. For UK customers, the ACAS website is very helpful: http://www.acas.org.uk. This module is intended to introduce participants to their organisation’s disciplinary procedure in a way that helps them to understand it and importantly, understand the benefits of having it – to themselves, the staff and the organisation as a whole. This module can be used as a starting point for a Discipline and Grievance workshop, or indeed as a stand alone module to introduce participants to the ‘What’ and the ‘Why’ so that at least they have comfort in that knowledge.
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| A review has not been posted for this item. If you are a member of Glasstap you can submit one using the contact us screen. |
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Time:
In total we estimate this exercise will take 120 minutes.
Aims:
• To agree the important principles of effective delegation.
• To review and learn from the experience of being delegated to.
• To recognise potential barriers to delegation.
• To prepare a checklist for effective delegation.
• To identify tasks that can’t be delegated.
• To plan for delegation.
About
Time:
The exercises in this module can be completed within 60 minutes. In total, allowing for discussion, we recommend allowing 120 minutes to complete the module.
Aims:
• To agree the important principles of effective delegation.
• To review and learn from the experience of being delegated to.
• To recognise potential barriers to delegation.
• To prepare a checklist for effective delegation.
• To identify tasks that can’t be delegated.
• To plan for delegation.
Group Size:
This module is suitable for use with groups of up to 25 participants.
Useful For:
Supervisors and junior managers.
You'll Need:
Nothing other than the materials provided.
Notes:
A useful discussion based exercise that encourages participants to really think about when to delegate, why to delegate and when not to delegate.
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I have used this exercise in management development programmes and it generates some very interesting discussion, revealing a great deal about how and what managers delegate. For the statements exercise I copied the statements onto pieces of card and asked them to sort the cards into 4 piles. This makes it easier for me to 'eavesdrop' on groups and see what decisions they have already made. I give them the sheet at the end to make any notes.
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Helen Walker
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 100 minutes.
Aims:
• To develop an understanding of the importance of awareness of others, the second strand of emotional intelligence.
• To allow participants to practice empathy as a skill.
About
Time:
The exercises in this module can be completed in about 80 minutes. In total, allowing for discussion, we recommend allowing about 100 minutes for this module.
Aims:
• To develop an understanding of the importance of awareness of others, the second strand of emotional intelligence.
• To allow participants to practice empathy as a skill.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Staff at all levels.
You'll Need:
Nothing other than the materials provided.
Notes:
This module forms Part 2 of a two-part introduction to emotional intelligence. This part examines interpersonal intelligence – being able to distinguish other people’s emotions, moods and temperaments. Part 1 looks at intra-personal intelligence - self-awareness and the ability to notice and regulate or manage our own emotional state or mood. This module can also be used alone, for example as part of a customer service skills course, to explore the importance and value of empathy as a skill. Before using this module it is important to have an understanding of emotional intelligence and the effects of discussing it with a group of participants. You will find Mike Bagshaw’s Article in Trainer’s Library useful for this.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I used this module following part 1, for a team to be more aware about how their own emotions may affect others, and how they can empathise with each other. One of the learning points that came out was the fact they used these skills with their 'clients' but not with one another. I'm going to use it again as part of a Resilience session.
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Roxanne Moran
rated this item with 5 stars.
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I used this module along with Part 1 Self-Awareness when running a session on emotional intelligence. The empathy exercise in this module worked really well it worked well to discus the difference between empathy and sympathy and how you don't have to agree with someone to be empathetic and what it felt like to get feedback with empathy and then with no empathy. i received some positive feedback following the session.
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Shirley Palmer
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 105 minutes.
Aims:
• To introduce managers to the subject of employee engagement.
• To help managers begin to understand why employee engagement is central to being a successful manager.
About
Time:
The exercise in this module can be completed in about 70 minutes. In total, allowing for discussion, we recommend allowing about 105 minutes for this module.
Aims:
• To introduce managers to the subject of employee engagement.
• To help managers begin to understand why employee engagement is central to being a successful manager.
Group Size:
This module can be used with groups of between 3 and 20 participants. Ideally, you'll have at least 6 participants though so that you can create 3 teams of 2 or more.
Useful For:
Participants with managerial responsibility (or those who will have imminently.)
You'll Need:
• Prepared flipcharts with simple 'cartoon' faces drawn on them - one face for each participant.
• Post-it notes.
Notes:
This exercise is designed for the start of an Employee Engagement workshop. Before the participants arrive – create a flip chart or charts with colourful cartoon faces on. Please have enough faces so that there is one for each participant. Have these on display at the start of the exercise. There are two parts to this exercise. It is essential that both are completed to ensure that learning is maximised.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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This was a good exercise for looking at the difference between satisfaction, motivation and employee engagement. I used this exercise after first sharing and looking at what employee engagement was about and with hindsight I wish I had done the exercise first. All three teams really wanted to engage with staff not just satisfy - it was a great exercise, with effort and participation high (the presentations were brilliant)and Employee Engagement was top priority on the learning outcome. But maybe the learning of the differences between the 3 areas was a little lost - note to self do the exercise first next time :).
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Stephanie Fry
rated this item with 5 stars.
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I found this module very useful and received some positive feedback from the delegates. The Marvelous Zoo exercise worked really well looking at the three different approaches, satisfying staff, motivating staff and engaging staff and how it all fits together.
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Shirley Palmer
rated this item with 5 stars.
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A great module, I have used it twice and each time the result has been positive. The exercise enables the delegates to quickly identify the difference between satisfied, motivated and engaged employees. Great to use with the other modules. Thank you Glasstap. Jayne Dark
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Jayne Dark
rated this item with 4 stars.
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Time:
In total we estimate this exercise will take 105 minutes.
Aims:
• To encourage managers to identify the factors that will make their teams feel that they value the organisation they work for and are valued in return.
About
Time:
The exercise in this module can be completed in about 70 minutes. In total, allowing for discussion, we recommend allowing about 105 minutes for this module.
Aims:
• To encourage managers to identify the factors that will make their teams feel that they value the organisation they work for and are valued in return.
Group Size:
This module can be used with groups of between 3 and 20 participants.
Useful For:
Participants with managerial responsibility (or those who will have imminently.)
You'll Need:
No additional materials are required but the final part of the exercise requires space for participants to move around the room.
Notes:
The exercises allow space for participants to reflect on the engagement of a team of up to 15 employees. If their team is bigger than this, encourage them to think about their best and worst performing team members. Whilst this module can be run as a stand-alone exercise, it is most powerful when used with the other exercises in the Employee Engagement series. This complete course can be run in one day or in 4 bite-sized sessions.
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I used this module along side the part 1 'whats in it for me' I had a mix of experienced and inexperienced leaders. It was a good way of making them think about their team members and how they can increase the level of engagement in both the organisation and their job.
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Shirley Palmer
rated this item with 5 stars.
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This module asks the delegates to consider their own team members and encourages them to consider ideas and suggestions on how to increase the levels of engagement on their teams. The Managers I was working with where inexperienced and I found they did needed quite a lot of direction. Very worthwhile and I would definitely use again. Thank you Glasstap. Jayne Dark
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Jayne Dark
rated this item with 4 stars.
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Time:
In total we estimate this exercise will take 80 minutes.
Aims:
• To explore the role that managers’ behaviours play in employee engagement.
• To identify the behaviours that lead to more engaged teams.
• To consider the impact this has on success.
About
Time:
The exercise in this module can be completed in about 50 minutes. In total, allowing for discussion, we recommend allowing about 80 minutes for this module.
Aims:
• To explore the role that managers’ behaviours play in employee engagement.
• To identify the behaviours that lead to more engaged teams.
• To consider the impact this has on success.
Group Size:
This module can be used with groups of between 3 and 20 participants.
Useful For:
Participants with managerial responsibility (or those who will have imminently).
You'll Need:
Nothing other than the materials provided.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I used this module along side employee engagement 1 and 2. The delegates enjoyed the behaviour cards exercise. The team leaders were quite surprised at how different the order of the cards came out and found that it was a good way of showing that you need to tailor your approach for each individual member of the team to get the best out of them. They also found the rosebud case study exercise beneficial.
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Shirley Palmer
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To help participants understand what it feels like to be engaged in their job and the difference it makes to how they feel and the quality of their work.
About
Time:
The exercise in this module can be completed in about 40 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims:
• To help participants understand what it feels like to be engaged in their job and the difference it makes to how they feel and the quality of their work.
Group Size:
This module can be used with groups of between 3 and 16 participants.
Useful For:
Participants with managerial responsibility (or those who will have imminently.)
You'll Need:
• A Bridge Constructor Kit for each team.
• A separate area for each team to work in, where they will be out of sight of the other team(s).
Notes:
It is advisable to start this exercise without too much introduction – just hand out the briefings and let them get on with it. Whilst this works very well as a stand-alone exercise, we thoroughly recommend using it in conjunction with Employee Engagement 1, Employee Engagement 2 and Employee Engagement 3. .
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I have used this several times on a management training programme when we focus on employee engagement. It has always been met with great enthusiasm and learning outcomes achieved whilst having fun. There have been some very imaginative wobbly bridges created. Great way to end a day.
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Sue Bartlett
rated this item with 5 stars.
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I use this as part of a course on Employee Engagement. The delegates absolutely love the exercise. The difference in the results from the two groups is really striking. The de-brief at the end always helps highlight the importance of considering how we communicate with others and the impact on their levels of motivation, engagement and ultimately on what they produce. Making a direct connection between engagement and output really helps to focus managers minds on why employee engagement is so important. An excellent exercise, would highly recommend
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Mike Taylor
rated this item with 5 stars.
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This exercise was a lot of fun and went down really well with a group of team leaders. It was good to see the different approaches used when building the bridge and the reactions when they realised they had slightly different briefs. It was really good on enfolding how much impact a manager has when engaging with their staff. I would defiantly recommend this exercise along with Employee engagement 1,2 and 3.
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Shirley Palmer
rated this item with 5 stars.
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This is a really fun and interactive activity to help delegates understand the role of the manager in driving engagement. The debrief at the end of the session is extremely valuable in understand the impact engagement has on performance.
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Jennifer Stevens
rated this item with 5 stars.
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I did this activity in conjunction with the other Employee Engagement modules and it worked a treat. The learning was fantastic and the feedback was great. I can't wait to use again in the next few weeks. Excellent. Thank you Glasstap. Jayne Dark
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Jayne Dark
rated this item with 5 stars.
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This is a fab activity that, when used in conjunction with the activity ‘Employee Engagement 4, really gets the ‘engagement’ message across. I haven’t used it for employee engagement (yet!) but I have amended the activity slightly and used it to explore member engagement. It went down really well with the participants, they enjoyed doing something different other than discussion etc and took a lot from the learning points of the activity. It particularly made them think about the importance of engaging others by moving out of their comfort zone when planning events rather than putting on events that they are comfortable with. I think this is going to quickly become one of my favourite activities.
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Previous Member
rated this item with 5 stars.
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Came across this just at the right time - very fortuitous! With some script adaption used this as a team building exercise within a health and social care context. Materials came from my 'Blue Peter' box as well as some of the recommended ones. Worked really well and was very powerful. Did exactly what it said on the tin! Another 5* product from Glasstap. How did I ever cope without you!!
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Robert Corteen
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To explore the differences between bullying behaviour and that of firm management.
• To understand the impact of organisational culture and norms on managers' behaviour.
About
Time:
This exercise will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims:
• To explore the differences between bullying behaviour and that of firm management.
• To understand the impact of organisational culture and norms on managers' behaviour.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and team leaders.
You'll Need:
Nothing other than the materials provided.
Notes:
Different countries have different definitions of workplace bullying. You will find it helpful to check for yourself the current definition and any legislation or best practice guidelines applicable to your country and to have these available to share with your participants.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I've used this exercise for internal (same org) groups and mixed org and variable experience groups too.
It relies on the groups to have clear views and constructive discussion, which in some cases need nurturing and encouragement, however it does create a clear structure for the trainer to use as discussion points and lead anyone struggling.
It is particularly useful for reviewing cultural norms and expectations and for exploring the difficulty of the 'grey areas' which in some cases have led to heated (and valuable!) discussions around acceptable behaviours. it's often easier to spot the negative than the positive - and is helpful for learning from others' good techniques.
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Helen Ettridge
rated this item with 4 stars.
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Have used this repeatedly with different levels of managers, and found most of them relieved that it’s OK to be a firm manager sometimes. As the worksheet says, some examples are obvious, but the themes like ‘people knowing where they stand’ were good to discuss. I extended it a bit by asking people to generate and/or review their own case study examples (anonymised first).
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Nicky McCrudden
rated this item with 3 stars.
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Time:
In total we estimate this exercise will take 50 minutes.
Aims:
• To introduce (or remind participants of) SMART objectives.
• To give participants the opportunity to practice writing SMART objectives.
About
Time:
The exercise in this module can be completed in about 35 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.
Aims:
• To introduce (or remind participants of) SMART objectives.
• To give participants the opportunity to practice writing SMART objectives.
Group Size:
This module can be used with groups of between up to 25 participants.
Useful For:
Staff at all levels.
You'll Need:
• Nothing other than the materials provided.
Notes:
This module can be used to introduce SMART for participants who have not encountered the acronym before, or as a refresher for those who have.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Time:
In total we estimate this exercise will take 35 minutes.
Aims:
• To enable participants to consider the value and difficulty caused by organisational politics and political games.
• To create an understanding that managers cannot avoid politics and so need to know the games in which they may – deliberately or inadvertently – be playing.
About
Time:
The exercise in this module can be completed in about 25 minutes. In total, allowing for discussion, we recommend allowing about 35 minutes for this module.
Aims:
• To enable participants to consider the value and difficulty caused by organisational politics and political games.
• To create an understanding that managers cannot avoid politics, so need to know the games in which they may – deliberately or inadvertently – be playing.
Group Size:
This module is suitable for use with larger groups of up to almost any size. It tends not to work well with very small groups.
Useful For:
All managers, but particularly those who are new to management and may not understand the political nature of organisations, including their own.
You'll Need:
• Post-it notes, flipchart paper, scribble paper, pens and marker pens for each team.
Notes:
This module works best if you set up the room ‘cabaret style’ – that is with table teams of between 4 and 8 people per table. This is the first in a series of three modules examining power and politics. It can be used on its own as a short session or with the other two to form a complete half day programme. Politics is often seen as a ‘dirty word’ by many people, or as one in which they have no interest. The purpose of this module is for the participants to recognise that divorcing themselves from politics is a decision that could affect them adversely – and is, in itself, a political act. To influence the direction an organisation is taking means people taking part in politics.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Time:
In total we estimate this exercise will take 50 minutes.
Aims:
• To enable participants to understand that the words power and influence are, essentially, interchangeable.
• To help participants understand that power is an asset that can be used to help deliver positive change.
• To help participants understand that there are many sources of power and where their own power to influence comes from.
About
Time:
The exercise in this module can be completed in about 25 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.
Aims:
• To enable participants to understand that the words power and influence are, essentially, interchangeable.
• To help participants understand that power is an asset that can be used to help deliver positive change.
• To help participants understand that there are many sources of power and where their own power to influence comes from.
Group Size:
This module is suitable for use with larger groups of almost any size. It tends not to work well with very small groups.
Useful For:
All managers, but particularly those who are new to management and may not understand that power comes from many different sources, not just authority.
You'll Need:
• The Activity Link and your PIN from the My Account section of the member homepage.
Notes:
This is part two of three modules looking at influence, politics and power. It can be run on its own or combined with the other two modules to make a complete half day programme. If you do not have an internet connection in your training room, we’ve included the transcript of the story (Handout 2).
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Time:
In total we estimate this exercise will take 80 minutes.
Aims:
• To allow participants the opportunity to identify their own sources of power, to know which they need to develop and to have an action plan for doing this.
About
Time:
The exercise in this module can be completed in about 50 minutes. In total, allowing for discussion, we recommend allowing about 80 minutes for this module.
Aims:
• To allow participants the opportunity to identify their own sources of power, to know which they need to develop and to have an action plan for doing this.
Group Size:
This module is suitable for use with groups of up to about 20 participants.
Useful For:
All managers but especially those who are new to the management role and may feel that they have little power of their own to allow them to accomplish results.
You'll Need:
Nothing other than the materials provided.
Notes:
This module is the third in a series looking at influence, power and politics. Whilst this module can be run on its on, it will have more effect if used as a follow on to the work done in Influence 2 - Sources of Power. If you are running this module on its own and not as a follow-on, you will find it helpful to have looked at the five power sources identified in the Influence 2 - Sources of Power module before you begin.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Time:
In total we estimate this exercise will take 75 minutes.
Aims:• Understand the difference between leadership and management and the importance of both.
• To identify ways that participants can lead and manage their most important team members.
About
Time:
The exercise in this module can be completed in about 45 minutes. In total, allowing for discussion, we recommend allowing about 75 minutes for this module. Aims:• Understand the difference between leadership and management and the importance of both.
• To identify ways that participants can lead and manage their most important team members. Group Size:
This module is suitable for use with groups of up to about 25 participants. Useful For:
Participants with current (or imminent) managerial responsibility. You'll Need:
Nothing other than the materials provided.
Notes:
This exercise is a great way to open up a workshop about leadership. It removes the need for the more traditional participant introductions and enables you to observe the participants in action and explore their priorities and attitudes to managing people. You can run this exercise with a range of team sizes, with between 4 and 8 players in each team. Please select the correct Clue Card pack based on the number in the team. Choose the team sizes that work for you. For example, with a group of 15, the exercise can be run with 3 teams of 5 or 2 teams, one of 7 and the other 8.
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I used this in a Leadership workshop and it was helpful to get people to think about what a leader needs to do when taking action with the team and its development. All of the teams came up with different priorities which sparked off considerable discussion about what areas to prioritize especially if you are a new manager. You really need to help at the start with communication as some groups were not sure what to do and you may need to lead them to sharing their clues. It was a good exercise in communication and collaboration. Make sure you have enough time for any groups that may not complete the grid as quick.
As part of the preparation we did adapt the tool by including some of the titles in the box e.g. the 12 month goals and feedback and I am glad we did as quite a few participants had never used this style grid before and they still ended up getting bogged down in completing the grid - even with this additional help. It is important that they get time to discuss their first actions rather than just completing the grid.
The exercise highlights the importance of focusing on the positives within a team rather than spending time on the negatives.
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Stephanie Fry
rated this item with 4 stars.
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I ran this exercise as an icebreaker for the launch workshop of a new Management Development Program. It worked well to get the participants working together, although there was a period of time at the start where no one seemed to know what they had to do, which was slightly uncomfortable as the participants didn't all know each other. I dealt with this by saying "someone in the team knows what to do".
The different approaches taken by the two team was interesting. One team tackled it exactly as I would - filling out all the categories and then cross-referencing the information to complete the grid. The other team were focused on going through each name and trying to complete the whole information one person at a time. I was sure this wouldn't work, but somehow it did! I think they must have made the connections by reading out the info several times. It was useful to bring out a learning point about letting people tackle problems in their own way, and that my way is not always the only way! I did drop in some helpful comments, e.g. steering them away from guessing at answers and telling them that all the facts they needed were provided.
On the less positive side, the "feedback" items and goals are not super clear and took a bit of working out.
A good exercise to lead into a discussion of managing vs leading though and I will definitely be using it again.
One other small point - if the size of the cards could be made the same on all the sheets that would make me happy!
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Lisa Lester
rated this item with 5 stars.
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We used this module to set the tone for a leadership programme targeted at new leaders.
The group did not know one another so it served well as an ice-breaker. But more importantly it set the tone for our discussion around the differences between leading and managing. Previously we started this programme without this exercise and there was a lot of confusion around the differing roles of managers and leaders.
The materials are set out really well, though I would recommend plenty of spares as participants tended to request additional grids as they made errors.
Also, I think be clear about what you are trying to achieve. If your priority is completion of the activity then the time limit is great. If you would like more focus around the actual debate of “who your priorities are” then I would suggest the facilitator assists more and more so that they have around 10-15mins for discussion at completion of the grid, however each group is different.
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Previous Member
rated this item with 4 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To build an understanding of the characteristics and differences between constructive feedback, praise and criticism.
• To explain the importance of constructive feedback.
• To build awareness of "good practice" guidelines for providing constructive feedback.
About
Time:
The exercises in this module will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module. Aims:
• To build an understanding of the characteristics and differences between constructive feedback, praise and criticism.
• To explain the importance of constructive feedback.
• To build awareness of "good practice" guidelines for providing constructive feedback. Group Size:
This module is suitable for use with groups of up to 15 participants. Useful For:
Supervisors and first time managers. You'll Need:
Nothing other than the materials provided.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Loved the true and false bit at the beginning with statements about feedback. Really got the managers thinking to begin with. Then going in to specific language used to give feedback was really useful and gave managers specific tips to take away and practice in their work. The practice element was really useful especially for inexpereinced team leaders. Would definitely use this again!
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Anjana Rajani
rated this item with 5 stars.
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Used this exercise with a group of managers, who were quiet senior but not accustomed to managing others. They found the initial true or false quiz a little too ‘obvious’ (although that might be because of the seniority of the group). However, the section on developing good practice guidelines worked well – especially as it was an in-house course. It certainly revealed a lot about the culture of feedback in the organisation. (So in that respect could be useful as an assessment tool when working with organisations over a time period).
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Nicky McCrudden
rated this item with 3 stars.
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We frequently use the material provided about 'Feedback' asking our group members to complete the true false quiz sheet. This provides a good starting point for discussions about 'what feedback is'. We find the four areas to consider when giving feedback helpful for our learners as it gives them a framework to work within.
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Jean Arnold
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Time:
In total we estimate this exercise will take 65 minutes.
Aims:
• To provide participants with a way of understanding behaviour and improving communication.
• To provide a very basic introduction to transactional analysis.
About
Time:
The exercises in this module will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 65 minutes to complete this module.
Aims:
• To provide participants with a way of understanding behaviour and improving communication.
• To provide a very basic introduction to transactional analysis.
Group Size:
This module is suitable for use with groups of up to 25 participants.
Useful For:
Staff up to junior managers.
You'll Need:
Nothing other than the materials provided.
Notes:
This module is intended to provide a very simple introduction to transactional analysis, a theory developed by Eric Berne in the 1950s. If you are not familiar with transactional analysis you will need to read through all the notes carefully plus the additional material in the handout. Go through the exercises on your own first so that you can see the rationale. If you have time, try to observe the different types "in play" in your own interactions with people.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Great simple introduction to Transnational Analysis, helping individuals see what their dominant ego state may be and how they communicate may influence a particular response. I have used this for an introduction to management, communication skills and assertiveness courses. I also have two sets of three circles laminated and place them on the floor to get some movement through the ego states - gets people thinking about where they are communicating from and therefore what invitation they are giving others. Simple yet powerful!
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Anjana Rajani
rated this item with 5 stars.
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Straight forward introduction to TA that you can pick up and
run with. The check for
understanding exercise is good as people can ‘see’ TA in action. And the
dominant states exercise was good.
Personally I added a little bit about the functional model
as I find it helps people get their minds around the positive and negative
parent and child states. But that
was easy to add into this activity.
The complementary or crossed communications exercise was helpful, and again
to make it a little more practical I gave them discs and sticks and got them to map out the transactions to
help their thinking process with each example. Found this worked well.
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Nicky McCrudden
rated this item with 4 stars.
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I used this material in a coaching workshop for managers. The exercise was used in the context of giving effective feedback and what problems may occur when our communication style is crossed rather than parallel to the person we’re working with. It is structured such that the topic of transactional analysis is very easy to understand and everyone was able to identify with the states of being an Adult, Child or Parent. It begins with an exercise to consider what your reactions would be in five situations - which you later come back to and label the state in which you responded – many people were surprised that many of their immediate reactions were very much in a Child state! I followed this exercise with a coaching role-play, where the manager had to give feedback to an ‘employee’ about his/her performance which helped the participants to use a more appropriate state when giving feedback.
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Previous Member
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Time:
In total we estimate this exercise will take 30 minutes.
Aims:
• To give participants an opportunity to reflect on their current skill levels as a manager and use the information to create a plan of action.
About
Time:
The exercise in this module can be completed in about 20 minutes. In total, allowing for discussion, we recommend allowing about 30 minutes for this module.
Aims:
• To give participants an opportunity to reflect on their current skill levels as a manager and use the information to create a plan of action.
Group Size:
This module can be used with groups of any size.
Useful For:
Participants with managerial responsibility (or those who will have imminently).
You'll Need:
Nothing other than the materials provided.
Notes:
This exercise can work as a stand-alone exercise but is best used as a precursor or a final exercise in a longer programme for new managers.
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This exercise is a really good way of getting managers to rate their skill sets honestly and access how successful they have been in different areas. Then to share the information with their manager and from that create an action plan for future development. They all were pleasantly surprised by the scores that came back from their teams when they sent them out.
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Shirley Palmer
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 50 minutes.
Aims:
• To encourage new managers to think about which of their team members they are most worried about managing and begin to identify actions they can take to manage them effectively.
About
Time:
The exercise in this module can be completed in about 40 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.
Aims:
• To encourage new managers to think about which of their team members they are most worried about managing and begin to identify actions they can take to manage them effectively.
Group Size:
This module can be used with groups of up to 25 participants.
Useful For:
Brand new managers (or those who soon will be), and particularly those that have been promoted from within the team.
You'll Need:
• Post-it notes, glue, sellotape and Blu Tack.
• Playdough or other modelling clay.
• Large flat (plain) wooden lolly sticks.
• Colourful pipe cleaners.
• Art equipment.
Notes:
This is an introductory module or icebreaker for new managers. It is designed to build awareness of participants’ fears and concerns, gather initial ideas and explore the personal learning each participant needs to get from the training that follows. If using this module with larger groups, more time will be needed for debriefing the exercise; alternatively, you can ask them to work in pairs during the exercise.
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I have used this activity as an introduction exercise to Managing Difficult People which works really well, gets individual to relax into talking about the challenging people/situations they are facing without having to get too specific and gets some energy and fun in to a fairly emotive subject.
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Anjana Rajani
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To enable participants to be able to define mentoring and its purpose.
• To explain the key differences between coaching and mentoring.
• To identify the benefits of effective mentoring to organisations, mentors and protégés.
About
Time:
The exercise in this module can be completed in about 45 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims:
• To enable participants to be able to define mentoring and its purpose.
• To explain the key differences between coaching and mentoring.
• To identify the benefits of effective mentoring to organisations, mentors and protégés.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Anyone who wants to be a mentor and also those who are looking to use a mentor, but want to know more about the mentoring process.
You'll Need:
Nothing other than the materials provided.
Notes:
For the first part of the exercise you will need to pre-prepared a flip chart for each team.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Time:
In total we estimate this exercise will take 120 minutes.
Aims:
• To enable participants to define the 3 stages of the mentor-protégé relationship.
• To enable mentors and protégés to have clarity about their roles and responsibilities.
• To provide guidelines and templates for managing the relationship.
About
Time:
The exercise in this module can be completed in about 75 minutes. In total, allowing for discussion, we recommend allowing about 120 minutes for this module.
Aims:
• To enable participants to define the 3 stages of the mentor-protégé relationship.
• To enable mentors and protégés to have clarity about their roles and responsibilities.
• To provide guidelines and templates for managing the relationship.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Both mentors and protégés at any level.
You'll Need:
Nothing other than the materials provided.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To explore what motivates us.
• To identify ways of maintaining motivation.
About
Time:
The exercises in this module will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module. Aims:
• To explore what motivates us.
• To identify ways of maintaining motivation. Group Size:
This module is suitable for use with groups of up to 25 participants. Useful For:
Staff at all levels. You'll Need:
• A pre-prepared flipchart and coloured flipchart pens. Notes:
For this module, you will need to pre-prepare a flipchart with a grid (an example is shown on the summary sheet of the trainer's notes). Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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A great exercise for developing learning around motivation and the motivational theories. It really highlights what is a motivator and the group scoring exercise supports the theorists. We also looked at Maslow's hierarchy and Vrooms Expectancy theory.
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Stephanie Fry
rated this item with 5 stars.
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I really enjoyed using this Motivators exercise in a Managing Good Performance course I ran. It really starts to get delegates to understand their own motivators and how they can use this to support their teams motivators!
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Jennifer Stevens
rated this item with 5 stars.
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The discussion questions worked really well! As did the ranking exercise – that really demonstrated the different priorities we have. I had already done some work with the groups that I used this with around personality types and their answers to the ranking exercised helped endorse this work too! I did find a great sample slide on the internet showing the hygiene and motivating factors that really brought Hertzberg to
life. Easy to use, experiential activity great for managers of all levels!
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Nicky McCrudden
rated this item with 4 stars.
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Used this exercise on management programmes to help delegates understand that there are a number of factors which affect our inherent motivation. It builds very well on understanding different people styles as then the group can understand why there are variances in their responses. Again, as with so many other modules, the exercise was simple in execution, did not need "specialist" equipment and provided the learning points easily and readily. This exercise generates great discussion around motivation and how, as managers, we need to tap into something beyond just financial reward.
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Rosemary Taylor
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To encourage participants to identify an appropriate management style based on the individual they are dealing with, the role they are doing and what the team needs them to do.
About
Time:
The exercise in this module can be completed in about 40 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.
Aims:
• To encourage participants to identify an appropriate management style based on the individual they are dealing with, the role they are doing and what the team needs them to do.
Group Size:
This module can be used with groups of up to 25 participants.
Useful For:
Participants who have managerial responsibility (or those who will have imminently).
You'll Need:
• Post it notes and Blu-Tack.
• Lengths of string about 1 metre/3 feet long. (You’ll need two lengths for each team of 3 or 4 participants.)
• Plenty of space.
Notes:
This exercise can work as a stand-alone training exercise for new managers. It is designed to look at the role of the manager and explore suitable approaches for managing individual team members. You will need to clear a large space (on the floor or on tables) for the main part of the exercise.
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We recently launched a new management programme and we ran this activity, it was a really great way for them to understand their people and help them create an action plan for themselves in their new role.
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Jennifer Stevens
rated this item with 4 stars.
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Used this with a group of young managers. Worked well. Would comment that there are a lot of parts of this module, and it's easy to run longer than indicated.
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Rob Pyne
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To encourage participants to think about the things they need to do before conducting a performance review.
• To consider the importance of effective planning before a performance review.
• To identify questions that should be asked in a review, and to recognise the importance of thinking in advance about open, constructive questions that can be used in the review.
About
Time:
The exercise in this module will take about 40 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims:
• To encourage participants to think about the things they need to do before conducting a performance review.
• To consider the importance of effective planning before a performance review.
• To identify questions that should be asked in a review, and to recognise the importance of thinking in advance about open, constructive questions that can be used in the review.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and above.
You'll Need:
Nothing other than the materials provided.
Notes:
This case study based exercise encourages participants to really think about how they'd prepare for a performance review and highlights some potential barriers to effective performance appraisal reviews.
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Time:
In total we estimate this exercise will take 75 minutes.
Aims:
• To explore different styles of leadership and the advantages and disadvantages of each approach.
• To understand how to successfully apply each of the leadership styles, as appropriate, in the workplace.
About
Time:
This exercise will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 75 minutes to complete this module.
Aims:
• To explore different styles of leadership and the advantages and disadvantages of each approach.
• To understand how to successfully apply each of the leadership styles, as appropriate, in the workplace.
Group Size:
This module is suitable for use with groups of up to 25 participants.
Useful For:
Team leaders, managers and those aspiring to management roles.
You'll Need:
Nothing other than the materials provided.
Notes:
For this module you will need sufficient space for participants to work together in small teams.
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As part of our Leadership vs Management workshop I used this to help embed the different styles of Leadership that can be used. There were really good discussions around the styles with most attendees talking about their preferred style. The case study really helped everyone to see the differences and the potential impacts when using them. It really highlighted the need to adapt your style depending on the circumstances and encourages you to look at the big picture and what you want to achieve. Would definitely recommend for leadership training.
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Stephanie Fry
rated this item with 5 stars.
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I found this case study, well written and it evoked good discussion amongst our Leadership Team. Different sessions sometimes found it hard to distinguish between Autocratic/Transactional, but an experienced trainer was able to talk through each one highlighting the “give-away” points to reach consensus. The case study is long & detailed enough to be used in adult/corporate education, yet short enough to move through the exercise within a given timeframe. I didn’t use all the discussion questions and we didn’t focus on what Nicola “should” do. Instead I wrote the Learning Points on a flipchart (rather than the handout) and added one about our company working as a team and Leaders can get the best out of a situation when they work with everyone’s strengths. Our summative task after the case study was to look at the different leadership styles and when they are appropriate within our organization.
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Preayant Kumar
rated this item with 4 stars.
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Looking at leadership styles/approaches through the use of a case study. An experienced facilitator can work wonders with this exercise, enabling students to talk about leadership styles. For example, I had one group who said they didn't like the "transformational leader", but when we explored this further, they realised it wasn't what she was suggesting that they didn't like, it was more that the situation she was trying to help someone else resolve had been badly managed and could have done with a transformational approach from the start. This exercise promotes good discussion amongst the groups, and it's really important to allow time for this to happen before you bring students back together for their views and debrief. I handed out the "Learning Points handout" but students didn't fill this in as they had already been asked to record their group views during their discussion (it seemed like duplicate work). However, the handout would be useful if you wanted students to take more time to reflect on their own styles and spend a few quiet minutes making their own notes. I didn't go through every discussion question with the group, as suggested on the trainer's notes - partly because I was timebound, but partly because I thought there were too many questions. I found it useful to focus on a couple of key questions about each leader and then to encourage students to reflect and comment on their own styles. The exercise more than ably makes the point that an "adaptive" leadership style is best. It can be done comfortably within 60 minutes. The case study was short enough for students to digest.
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Previous Member
rated this item with 5 stars.
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I love this case study and have used it many times with all different levels of managers. I tend to send them away into break out rooms in teams to create flip chart presentations on their views on the three different styles (pro’s & con’s) and what Nicola should do (their plan of action) for half an hour in total. The teams then present all the styles pros and cons back to the group and we all discuss KLPs. After that they each present their plans of action for Nicola and we discuss as a group. I’ve found it quicker this way and easier to manage and they all seem to find this a realistic and useful discussion about adaptive leadership. It also allows them to gently nickname each other a bit of a “Steve” or a “Jenny” and have a laugh while recognising their differing strengths and weaknesses.
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Melody McMillan
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This module is EXCELLENT! I used it as part of a leadership skills course, but subsequently have also included in a Supervisory Skills course because it helps to explain so much about how we manage and how others see us. The case study has been brilliantly written so that each of the characters have very different qualities and can easily be identified! Using the module has led to vast amounts of conversation and learning and has really enhanced the course. I would advise changing the structure slightly, so that you cover each character in full, in turn. So layout at the moment goes through identifying each style, then identifying the advantages and disadvantages of each style. I have covered both elements under each character so that the conversation flows more. I have also had to allow slightly more time (having cut down the original recommendation) and have now gone back to the timings it states! The character names themselves have now become “catchphrases” throughout the company and its not unusual to hear, “oooo, now who's being a Steve”!
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Previous Member
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Time:
In total we estimate this exercise will take 50 minutes.
Aims:
• To encourage participants to consider the art of feedback and to ensure their feedback is appropriate and objective.
• To enable participants to identify useful, helpful, constructive feedback.
• To clarify what makes useful, constructive feedback.
• To develop participants ability to give constructive feedback.
• To consider how it feels to be on the receiving end of destructive or unhelpful feedback.
About
Time:
The exercise in this module can be completed within 30 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.
Aims:
• To encourage participants to consider the art of feedback and to ensure their feedback is appropriate and objective.
• To enable participants to identify useful, helpful, constructive feedback.
• To clarify what makes useful, constructive feedback.
• To develop participants ability to give constructive feedback.
• To consider how it feels to be on the receiving end of destructive or unhelpful feedback.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Staff at all levels.
You'll Need:
Nothing other than the materials provided.
Notes:
The suggested time for this module is based on the assumption that pre-work has covered the essential elements of positive feedback. The activity is designed to help participants improve their ability to offer feedback in a way that is constructive and helpful and leads to positive performance. It works particularly well following the Introduction to Feedback
module in Trainers’ Library.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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This activity is very useful in my 'Being the manager' training course. I use it during the section relating to manageing your staff's performance. Managers often dislike having to give feedback that may not be what the employee wants to hear, however this activity gives our new managers a starting point in giving constructive feedback, taking into account emotional intelligence and empathy. A great training module.
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Tracy Windross
rated this item with 5 stars.
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I have recently used this exercise as part of an in-house Mentoring Skills session for those staff who, in particular, mentor new employees. It is very straightforward to run and really challenges people on being specific about what someone has done (good or bad). I found I did need to emphasise the point about the participants putting their own context on the feedback statements – telling them to think about situations in their departments really helped. When reading out the suggested alternatives statements, I asked the participants to say it to me as if I was the person getting that feedback in real life. It’s more of a stretch for the members of the group in that way – and they have to work on their eye contact and sincerity too!
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Previous Member
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I use this exercise both in management development courses and as a part of personal effectiveness courses. I find it very helpful to give some forms of words that help them think about structuring better feedback as well as some less good, but more common (and less effective) examples of feedback that they can improve. Asking them to do that in groups enables them to feedback with more confidence and provides us with a variety of responses, I tend to give them the first couple to do one at time and feedback after each one in order that they hear a variety of responses that improve the quality of their later suggestions. I follow this up with asking them to script a piece of feedback they want to give to a member of their team, with an opportunity to try it out and ask for feedback.
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Helen Walker
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 75 minutes.
Aims:
• To explore perceived differences and similarities between leadership and management.
• To explore the relationship between leadership and management.
About
Time:
This exercise will take about 40 minutes to complete. In total, allowing for discussion, we recommend allowing 75 minutes to complete this module.
Aims:
• To explore perceived differences and similarities between leadership and management.
• To explore the relationship between leadership and management.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Team leaders and managers, or those who soon will be.
You'll Need:
• A set of ‘Identikit Cards’ for each team.
Notes:
For this module you will need sufficient space for participants to work together in teams of four, preferably whilst remaining in the main training room.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Used this for management development training - Leadership vs management was the first workshop. This was a great exercise to explore the difference between the two and understanding the importance of doing both. Great introduction in learning about transformational and transactional leadership.
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Stephanie Fry
rated this item with 5 stars.
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This activity worked quite well. We followed it up with discussion about David Marquet intent-based leadership. It was easy to facilitate and easy to adjust timings to fit in with your programme. Laminating the cards makes it easier for reuse. We did have one online attendee and we issued the remote version which was helpful.
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Zoe Horwood
rated this item with 5 stars.
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I liked this activity it really gets individuals to think about the difference between leaders and managers and the overlap. This is done in a fun and simple way. The discussion and debate is really valuable and really gets them to think about where the different descripters go. I would say 90% of the value of this activity is in the discussion. Probably best to laminate the Identikit so you can use it over and over again. If you don’t want to cut out then you can just give the list and get them to write up on a flip chart where the different descriptions should go.
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Anjana Rajani
rated this item with 4 stars.
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A good starter exercise. Have used it mainly within organisations and have found that mostly people from the same organisation have similar views (so there wasn’t much debate to be had). However, the organisations I was working with have very high retention rates and most of the learners have been working for the organisations for a long time. Which might explain the similarities in views. I did find I didn’t need 25 minutes for the discussion, thought that is most probably because of the homogeneity of the group. I could see this activity working better in organisations where perhaps there is some disharmony among management, or in very mixed sector/industry groups.
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Nicky McCrudden
rated this item with 2 stars.
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Looking at the differences/similarities between leadership and management, and exploring their relationship. A very pertinent exercise to run in present times because it also touches on the challenges of good leadership in times of change (eg economic), and the need for strong, transformational leadership being increasingly important. I desperately wanted to run this exercise with one all-female team, and one all-male team, as recommended in the trainer's notes, to explore gender differences in perceptions of leadership, but wasn't able to do this as I had only 3 females in a group of 14. However, I was still able to debrief the group about research which has been done highlighting these differences. A useful talking point but could be tricky for anyone who felt uncomfortable with this level of diversity training. The exercise fitted in well with a theme we have in our organisation of "Everyone is a Leader" and the handout on recognised differences between leaders and managers was useful given out after the exercise; the trainer can then pick out just a few of the points students made during the de-brief and link their comments to the research. I displayed the following quotation during this exercise: “Leadership is a 'people' activity, distinct from administrative paper shuffling or problem-solving activities” (Richard L. Daft and Dorothy Marcic) and then revisited this quote at the end of the debrief and with reference to their handout to ask them for their views on it. Again, could be done comfortably within 60 minutes, especially if you're doing it with a team of existing leaders (mine were first-line supervisors).
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Previous Member
rated this item with 5 stars.
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Having the managers decide for themselves which cards (behaviors) belongs to managers and which belongs to leaders is great. Because they are involved and basically deciding it for themselves, the results have an impact. Two days later they were still referring to managements aspects which they thought were that of a leader and remembered it. We could easily incorporate this into the personality assessments as they now knew what is that they had to work on or embrace.
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Previous Member
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I used the Leadership Identikit activity as the opening exercise in a Team Leader Development Programme. It set the scene for the course perfectly because it enabled participants to focus on attitudes and behaviours needed to be an effective team leader really early on in the session. I ran it with five participants (one group of three and a pair) and it still provoked lots of lively discussion even though these are relatively small numbers. We could have gone on discussing the management/leadership attributes for at least another 30 minutes after the exercise concluded because it really did get people thinking – many were surprised just how different each other’s perceptions were. Thank you Trainers’ Library for another gem!
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Previous Member
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The trainers brief was clear and easy to follow, and the discussion questions helped to encourage delegates to share their thoughts. When the delegates were doing the actual exercise the cards provoked some interesting debates, which we were able to discuss when reviewing the exercise.
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Previous Member
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I recently used the Leadership Identikit module as part of a Leadership Skills course run in-house for a travel company. The identikit provides a number of statements referring to either leadership or management and delegates need to read out each statement and then together, decide which title it should go under. Regardless of where the delegates end up putting the statements, this exercise leads to a fantastic discussion in which a multitude of views are shared and mulled over. As the facilitator, it is important to keep the group on track and within the parameters of the exercise, otherwise there is the potential for the discussion to end up in all sorts of places! I found that occasionally I had to prompt, but that in the main there were enough delegates with differing points of view to have a good discussion around each statement and to ultimately decide where it belongs. The handout that shows the evidence on leadership studies helps to sort out the answers and provide everyone with some “real” analysis of the difference between the two. All in all, this exercise helps everyone to discuss the issues, understand the research and comprehend that in today’s societies there needs to be a mixture of both styles. In order to explain this, I talk about the Industrial Revolution, the history of piecemeal work, the move into towns and factories and the need for an overseer (manager) and the culture of today’s society and the need for something above and beyond. I would agree with the length of time this exercise takes but that’s also with my padding out.
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Previous Member
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Time:
In total we estimate this exercise will take 80 minutes.
Aims:
• To challenge participants to rank the qualities of a manager.
• To allow participants to develop an understanding of the more important qualities that a manager can have, and what makes a great manager.
• To discuss the differences in perception between what managers think and what their teams think.
About
Time:
The exercise in this module can be completed in about 60 minutes. In total, allowing for discussion, we recommend allowing at least 80 minutes for this module. Aims:
• To challenge participants to rank the qualities of a manager.
• To allow participants to develop an understanding of the more important qualities that a manager can have, and what makes a great manager.
• To discuss the differences in perception between what managers think and what their teams think. Group Size:
This module is suitable for use with groups of up to about 25 participants. Useful For:
First time managers, work groups and teams of managers who wish to explore the expectations that teams have of their managers. You'll Need:
Prior to the start of the course, print off and cut out the 54 ‘Quality Cards' and laminate them if possible to make them more hardwearing. You will require one set of 54 cards per team. You will also need to print off the Brief Cards. Half of the teams need Team Brief 1 and the rest will need Team Brief 2. Notes:
This is a thought provoking module that is a powerful way of getting participants to think about the qualities they need to demonstrate as a manager.
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I ran this exercise with a group of managers who are going through a transformation with their team and the way they work. There are some of the group that are struggling to stop "doing the doing" and step into managing and leading to create a much more effective team. This module was incredible for probing into their beliefs and sparked some healthy debate across the team, an easy exercise to run but the team found it challenging (in a positive way) to come up with their final 5. They'll now be using the agreed list to hold each other to account and take forward as part of their "contract/culture" with each other and their teams. A great exercise to get teams challenging each other and explaining why they're so passionate about what they belief in, some quieter members certainly found their voices.
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Helen McGowan
rated this item with 5 stars.
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Good for an opening session in a management 101 course. Completed it a bit quicker than the guidelines suggested.
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Rob Pyne
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 40 minutes.
Aims:
• To demonstrate how our own beliefs, values and past experiences affect how we perceive people and situations.
• To raise awareness of how often unconscious bias impacts upon our perceptions of others.
• To understand the impact of unconscious bias on our interactions with others and the decisions we take.
About
Time:
The exercise in this module can be completed in about 10 minutes. In total, allowing for discussion, we recommend allowing about 40 minutes for this module.
Aims:
• To demonstrate how our own beliefs, values and past experiences affect how we perceive people and situations.
• To raise awareness of how often unconscious bias impacts upon our perceptions of others.
• To understand the impact of unconscious bias on our interactions with others and the decisions we take.
Group Size:
This module can be used with groups of almost any size.
Useful For:
Staff at all levels.
You'll Need:
Nothing other than the materials provided.
Notes:
If using this exercise with very large groups, place participants into pairs. Unconscious bias can apply to a range of topics and can be included in training on Recruitment, Equal Opportunities, Customer Service and Performance Management, etc.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I used this exercise recently as part of an online recruitment workshop, to highlight how unconscious bias affects how we do things. The delegates were really shocked when I showed them the images, particularly all but one delegate had chosen the same one, despite it being a really multi-cultural group.
The discussion that followed was brilliant, really getting everyone to think about why they had made the assumptions they had, and it fed really well into talking about selection for interview from c.v.s.
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Louise Holloway
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 70 minutes.
Aims:
• To help first time managers to recognise and discuss some of the things that they need to do to build awareness of the team and monitor its performance.
• To help first time managers understand the importance of spotting potential problems quickly and taking appropriate action to help the team overcome these.
About
Time:
The exercise in this module can be completed in about 50 minutes. In total, allowing for discussion, we recommend allowing at least 70 minutes for this module.
Aims:
• To help first time managers to recognise and discuss some of the things that they need to do to build awareness of the team and monitor its performance.
• To help first time managers understand the importance of spotting potential problems quickly and taking appropriate action to help the team overcome these.
Group Size:
This module is suitable for use with groups of up to about 18.
Useful For:
Teams, work groups and/or their leaders (especially first time managers) who wish to understand the elements of monitoring a team.
You'll Need:
Nothing other than the materials provided.
Notes:
This module can be usefully followed by any of the First Time Manager modules. It can also be a useful inclusion in any training intervention around coaching teams.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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I used this material as part of a management course about building an effective team. I included this as the introductory activity to get managers thinking about what role they play within a team. I was slightly worried some managers wouldn't buy-into an activity about farming but it actually worked very well and drew out some key learning points.
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Roxanne Moran
rated this item with 4 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To allow first time managers to become familiar with the important aspects of being a manager.
• To help participants understand the three key roles of a manager.
About
Time:
The exercise in this module can be completed in about 45 minutes. In total, allowing for discussion, we recommend allowing at least 60 minutes for this module. Aims:
• To allow first time managers to become familiar with the important aspects of being a manager.
• To help participants understand the three key roles of a manager. Group Size:
This module is suitable for use with groups of up to about 20 participants. Useful For:
First time managers who are starting out in the role or managing a new team. This module is particularly useful for those individuals who need to understand some of the underlying principles of the role of manager. You'll Need:
Nothing other than the materials provided. Notes:
This module can be usefully followed by any First Time Manager or Leadership course module from Trainers’ Library.
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I think this has wider usage than new to management - and is suitable for those who have done it badly for many years! It does create a lot of discussion, and argument, such that you may have to step in for dispute resolution. Give it a go...
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Phil Hawthorn
rated this item with 4 stars.
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Great – quick and easy tool. Used this a lot and found that people take to it really well and can identify tasks really quickly and then find it fascinating to think about the ways they could use it, for example in planning meeting agendas to make sure that they are not over emphasising one side of the triangle. Didn’t take as long as the worksheet suggested. But worked really well as an introduction to the difference between leadership and management.
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Nicky McCrudden
rated this item with 3 stars.
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Time:
In total we estimate this exercise will take 180 minutes.
Aims:
• To encourage participants to consider different approaches to improving poor performance, and the relative merits of those different approaches.
• To encourage participants to think about appropriate timescales over which they might expect to improve performance and standards.
• To consider the implications of not taking action to improve poor performance.
About
Time:
This exercise will take about 80 minutes to complete. In total, allowing for discussion, we recommend allowing 180 minutes to complete this module. Aims:
• To encourage participants to consider different approaches to improving poor performance, and the relative merits of those different approaches.
• To encourage participants to think about appropriate timescales over which they might expect to improve performance and standards.
• To consider the implications of not taking action to improve poor performance. Group Size:
This module is suitable for use with groups of up to 15 participants. Useful For:
Managers, or those who soon will be. You'll Need:
Nothing other than the materials provided. Notes:
There are two different versions of the team brief for this exercise. For junior managers we recommend using version 1, which contains a list of actions that the managers could consider when dealing with the issues of poor performance. For more experienced managers, we recommend using version 2, which does not provide any clues about the type of action they could take and encourages them to come up with their own solutions. This module is ideally suited for inclusion in training around managing change. You can reduce the amount of time needed for this module by approximately 30 minutes by not requesting a formal presentation and simply asking each team instead to talk through its proposed actions. Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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Used this in a Leadership Development programme, following on from the Hungry Chick Inn Exercise. Modified it slightly so that rather than brainstorming performance solutions, we looked at performance conversations. Different members of the HR team took on the roles of the Chef, Receptionist and Head of Cleaning, and groups of 3 took turns in coaching each of them. Went down really well, and was great for practice and feedback.
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Jane Butler
rated this item with 5 stars.
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I felt moved to write a review on this exercise after running it yet again, very successfully yesterday. A full day of training on performance management can be challenging for those who are new to line management or are lacking in confidence in dealing with under performance; however as a post-lunch exercise this gives everyone the chance to test out their views safely in small groups, as well as getting everyone back into the subject in a practical and engaging way. I have used the exercise both by giving out and by not giving out the possible solutions at the beginning. My experience is that even the most junior managers come up with a number of actions unprompted and so I would generally not give the the extra information. However I would recommend this if you are short of time, as the discussions are much shorter and the exercise could be completed in around 30 -40 minutes.
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Paula Cook
rated this item with 5 stars.
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I ran this exercise as part of a performance management course. It's a good exercise to use after the lunch break as it gives the learners a practical situation outside their comfort zone (unless you work in hospitality) to be able to apply the theory and discussions from the morning session surrounding the performance management cycle. It's also a good way to identify any further issues that may need revisiting or require further clarity before the end of the day.
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Nick Lennon-Barrett
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This activity has been used as part of a Change Management course to clarify their learning. The activity makes them think about the problems at the Hungry Chick and what changes they would make. As there are employees involved it makes them think about how their decision would be made and how they would communicate any changes to their employee’s. I ran this with three different groups but they all came up with similar solutions to the issues.
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Previous Member
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Time:
In total we estimate this exercise will take 130 minutes.
Aims:
• To help participants prepare for and conduct conversations they find difficult.
About
Time:
The exercises in this module can be completed in about 80 minutes. In total, allowing for discussion, we recommend allowing about 130 minutes for this module.
Aims:
• To help participants prepare for and conduct conversations they find difficult.
Group Size:
This module is suitable for use with groups of up to about 25 participants.
Useful For:
Staff at all levels.
You'll Need:
Nothing other than the materials provided.
Notes:
This module helps participants to understand what makes difficult conversations ‘difficult’ and encourages them to think about how they approach such conversations.
Remote/Virtual Delivery:
Due to the length of this module, we’ve broken it down into a series of activities for Remote Delivery – Difficult Conversations 1-4.
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This really is excellent and works really well. Paricipants particulary value the handout to use as a checklist.
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Clare Bell
rated this item with 5 stars.
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I used this at a recent workshop and the template was so useful. I gave this as the last exercise and it helped people pull together what they had learnt from other activities and then work together to reflect or plan a difficult conversation
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Nicola Richardson
rated this item with 5 stars.
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I really like this activity it provokes alot of thinking in terms of managing the conversation and the handouts are really thorough, detailed and well laid out. They are great for managers to refer to when planning to have difficult conversations. I have had some great sessions and can be used with very small groups as well as larger ones.
5 stars
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Anjana Rajani
rated this item with 5 stars.
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I recently used this module for a group of managers to get them to start thinking about how to prepare and conduct those difficult conversations. I felt that each section was well structured with good interactive exercises. It really got a some great discussions going across the group to the point that we refined the examples provided on the slides! I can heartily recommend this but would add in a caveat that the handouts need to be intorduced as guidleines and not as a 'to do' list!
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Carolyn Pickin
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 75 minutes.
Aims:
• To define learning objectives and provide an opportunity for participants to practice writing learning objectives.
About
Time:
The exercise in this module can be completed in about 30 minutes. In total, allowing for discussion, we recommend allowing about 75 minutes for this module.
Aims:
• To define learning objectives and provide an opportunity for participants to practice writing learning objectives.
Group Size:
This module is suitable for use with groups of up to about 20 participants.
Useful For:
Managers and those who have a responsibility for the development of staff. Also, those who wish to plan for and manage their own learning.
You'll Need:
• Flipchart paper and a selection of coloured pens.
Notes:
This is module 3 in the series ‘Whose Development is it Anyway?’ available from Trainers’ Library. Each module stands alone but may also be combined with others in the series to form a longer session.
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Time:
In total we estimate this exercise will take 90 minutes.
Aims:
• To understand the importance of delegating authority appropriately to other colleagues.
• To introduce the Tannenbaum and Schmidt Continuum as a method of deciding what levels of authority to delegate.
About
Time:
The exercise in this module can be completed in about 55 minutes. In total, allowing for discussion, we recommend allowing about 90 minutes for this module.
Aims:
• To understand the importance of delegating authority appropriately to other colleagues.
• To introduce the Tannenbaum and Schmidt Continuum as a method of deciding what levels of authority to delegate.
Group Size:
This module can be used with groups of up to 25 participants.
Useful For:
Those who have responsibility for other staff, or who will do very soon.
You'll Need:
• One set of cards for every team of 2-3 participants.
• Blu-tack.
Remote/Virtual Delivery:
There is a Remote Delivery version of this module available in Trainers’ Library.
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A nice way to introduce a management styles model and consider the effectiveness of a particular case study.
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Lisa Lester
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 50 minutes.
Aims:
• To enable participants to understand what workplace coaching is.
• To agree a shared definition of workplace coaching.
• To explain the key differences between coaching and mentoring.
About
Time:
This exercise will take about 25 minutes to complete. In total, allowing for discussion, we recommend allowing 50 minutes to complete this module.
Aims:
• To enable participants to understand what workplace coaching is.
• To agree a shared definition of workplace coaching.
• To explain the key differences between coaching and mentoring.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
Coaching has a long history going right back to Socrates, who believed that individuals learn best when they have ownership of a situation and take some form of personal responsibility for the outcome that is produced. In more recent times, coaching has played a crucial and effective role in sports, including tennis and football. However, the potential for coaching as a professional and organisational development approach has only really been recognised in the last decade. Tim Gallwey was perhaps the first to document this movement of coaching from the sporting arena to business, presenting a method of coaching which could be readily applied to almost any situation. His innovative work has been very influential and underpins current approaches to coaching.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 60 minutes.
Aims:
• To identify the core skills required by effective coaches.
• To enable participants to describe the GROW coaching model.
About
Time:
This exercise will take about 25 minutes to complete. In total, allowing for discussion, we recommend allowing 60 minutes to complete this module.
Aims:
• To identify the core skills required by effective coaches.
• To enable participants to describe the GROW coaching model.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers
You'll Need:
Nothing other than the materials provided.
Notes:
This is one of a series of modules that provide an in-depth introduction to workplace coaching. We recommend using these modules together. Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 75 minutes.
Aims:
• To provide an opportunity for participants to practise their coaching skills.
• To provide an opportunity for participants to practise using the GROW model.
• To provide an opportunity for participants to practise questioning, listening and summarising.
About
Time:
This exercise will take about 45 minutes to complete. In total, allowing for discussion, we recommend allowing 75 minutes to complete this module.
Aims:
• To provide an opportunity for participants to practise their coaching skills.
• To provide an opportunity for participants to practise using the GROW model.
• To provide an opportunity for participants to practise questioning, listening and summarising.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
• A room with sufficient space for participants to work in pairs and hold a coaching conversation.
• Copies of the coach and coachee briefings - one of each for each participant.
Notes:
This is one of a series of modules that provide an in-depth introduction to Workplace Coaching. We recommend these modules together. If you have not already run the module called Workplace Coaching - The How, you will need to give participants the handout before running the exercise and explain the GROW model/process to them. If you need more information on this, please refer to "Workplace Coaching - The How".
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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I found this particular module a great benefit to those colleagues that attended some Coaching training, it gave them great examples and details to be able to create a coaching plan for the role play/skills practice.
The briefs were very detailed for both the coach and coachee which enabled and allowed the session to be very realistic when it came to the role play/skills practice and in a safe environment.
The amount of detail/information provided in the training notes was fantastic, all round a great addition to our coaching training for colleagues.
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Ian Stockley
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 40 minutes.
Aims:
• To provide an opportunity for participants to think about how they'll use the GROW model back in the workplace.
• To encourage participants to think about the questions they'll use to facilitate use of the GROW model.
• To review the GROW model.
• To review key learning points about workplace coaching.
About
Time:
The exercise in this module will take about 15 minutes to complete. In total, allowing for discussion, we recommend allowing 40 minutes to complete this module.
Aims:
• To provide an opportunity for participants to think about how they'll use the GROW model back in the workplace.
• To encourage participants to think about the questions they'll use to facilitate use of the GROW model.
• To review the GROW model.
• To review key learning points about workplace coaching.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
Participants will need to be very familiar with the GROW coaching model before participating in this exercise. They should also have a sound understanding of when coaching is appropriate and when it is not. (Workplace Coaching 3 or Learning - Push or Pull? are both great options to do this).
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 35 minutes.
Aims:
• To explain the importance of keeping a record of coaching sessions that is both helpful to the coach and the person being coached.
• To introduce a simple plan that participants might like to use in their coaching sessions.
About
Time:
The exercise in this module will take about 20 minutes to complete. In total, allowing for discussion, we recommend allowing 35 minutes to complete this module.
Aims:
• To explain the importance of keeping a record of coaching sessions that is both helpful to the coach and the person being coached.
• To introduce a simple plan that participants might like to use in their coaching sessions.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
This module provides a simple plan for recording the key elements of a coaching session, which can be easily replaced by an organisation’s existing format, if required. A slightly tweaked version of Patsy’s Pie Making Challenge would be a great precursor to this module, because it’s a really fun way to emphasise the importance of note taking to aid our recollection of conversations. To find out how to do this get in touch via email or send us a Design Coach request and we can explain what you’ll need to do.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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Time:
In total we estimate this exercise will take 40 minutes.
Aims:
• To remind participants of some of the key learning points about workplace coaching.
• To provide a fun but thorough review of learning.
About
Time:
The exercise in this module will take about 30 minutes to complete. In total, allowing for discussion, we recommend allowing 40 minutes to complete this module.
Aims:
• To remind participants of some of the key learning points about workplace coaching.
• To provide a fun but thorough review of learning.
Group Size:
This module is suitable for use with groups of up to 15 participants.
Useful For:
Supervisors and managers.
You'll Need:
Nothing other than the materials provided.
Notes:
A useful and fun conclusion to any training around workplace coaching.
Endorsed by The National Association of School-Based Teacher Trainers, NASBTT.
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I recently delivered a 2 day coaching in the workplace course and included all 6 steps of Workplace Coaching. A great build of what's really important and this concludes the step by step process in a simple, yet effective way.
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Lottie Skuthe-Cook
rated this item with 5 stars.
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