This week I co-facilitated a leadership development event where the team building exercise was a scavenger hunt, designed in homage to a well known property trading game. The ‘out of the box’ activity from the team at Trainers Kitbag, involved dashing around London, on foot or by public transport, hunting for clues and completing quests. My role was to facilitate and observe the team’s behaviour (more on this later.)
It turned out to be a very fun day, if slightly knackering. The challenges presented just the right level of novelty and stretch. Though as you would expect, perceptions of difficulty differed from one participant to another. When one person says, ‘oh no, that’s impossible’, another says, ‘great, when can we start?’.
Within the freedom of an exercise, I found it fascinating to hear people voice their reactions openly. So often we assume that everyone is equally energised by a task, particularly in environments where the naysayers have learned to keep their doubts under wraps. A great example of this was the challenge at Oxford Street to learn from passing tourists how to say “I love you” in 6 different languages. Even the biggest doubter had to admit it was pretty amazing that within 15 minutes, the team had learned the phrase in Bangla, Hindi, Korean, Creole, Hebrew and a Zimbabwean clicking dialect. In how many cities could that happen? It was so much fun that the team didn’t mind too much when I revealed that the Oxford Street property had already been claimed by a competing team 3 hours ago. Yet earlier in the day, when they learned, after a much easier task, that another team had pipped them to the prize, it was like a collective punch in the solar plexus. Even though they’d not completed the ‘I love you’ challenge first, the experience had lifted their spirits and given them a sense of what they could achieve as a team.
Another enjoyable aspect was how willing Londoners are these days to get involved in other people’s silly challenges. Armed policemen guarding embassies were delighted to pose smiling in a group photo. Chauffeurs outside a Park Lane hotel competed to have the team climb inside their limousine. In how many countries would that happen?
So what was the point of all this, I hear you ask? For a day ostensibly spent in frivolous pursuits, it was rich in learning. During the post session debrief, we shared some powerful feedback and insights:
– Teambuilding: my team hurled themselves into the challenge without spending any time bonding or learning about each other’s strengths and weaknesses. They didn’t even share mobile numbers and as a result, almost lost each other in the lunch break!
– Leadership: even though this was a leadership development programme, they didn’t think to elect a leader or decide how to make decisions. As a result, they trusted to an organic ‘group mind’ and drifted along without any strategy or game plan
– Asking permission vs. seeking forgiveness: when given a tricky task that obviously required an element of blagging, some team members couldn’t think beyond finding a person in authority and asking for permission. When this approach failed, inevitably, they were happy to move on, safe in the knowledge that their failure had an ‘audit trail’.
Suffice to say, my team came last, but I like to think that in the real game, they gained the most learning. It was fascinating that while the team members recognised their omissions, it was all stuff they knew already. So what stopped them from using their leadership skillsets? The simple answer is this: when put under pressure without a clear structure, people are inclined to forget what they know and take the path of least resistance. They know that this strategy is unlikely to be successful, but they plod on in the hope that everything will turn out for the best.
If you work in the field of organisational effectiveness or employee engagement, you will no doubt take heart from this. No matter how successful the organisation, your skills will always be in demand – if only to remind people of the stuff they already know!