Team Building Worksop

Facilitator’s Guide

© NL Buckley 1984–2018 info@facet5.com.au

TeamScape Team Building Workshop: Facilitator’s Guide 2

Contents
Introduction 3

Planning a team building workshop 4

Sample workshop agendas 6

© NL Buckley 1984–2018
TeamScape Team Building Workshop: Facilitator’s Guide 3

Introduction

This guide has been written to help Accredited Facet5 Users design and run
a team building event using Facet5 and TeamScape data. It assumes a good working
knowledge of Facet5, but little experience of Teambuilding, Facilitation or Training.
The aim is to provide sufficient information to run such an event for the first time.

Those of you who are experienced will have your own ideas TeamScape Facilitators Pack
and preferences for designing a team event, and will have
a full repertoire of exercises and techniques that you use to The TeamScape Facilitators Pack consists of:
good effect.
Documents
We hope what follows will enable you to add value and
depth to your designs through the incorporation of Facet5 • TeamScape: Facilitator’s Guide to the Model
and TeamScape data. • Sample TeamScape Report

• Understanding your TeamScape Report:

Participant’s Guide

• TeamScape Team Building Workshop: Facilitator’s Guide

PowerPoint presentations

• Facet5 Line Dancing

• Facet5 TeamScape

© NL Buckley 1984–2018
TeamScape Team Building Workshop: Facilitator’s Guide
Planning a team building workshop
When to use TeamScape
TeamScape is a valuable application for team leaders,
managers, trainers and consultants who are already familiar
with the Facet5 model of individual differences, and who
wish to improve the functioning of interdependent groups
of people.
Learn how to produce and interpret
a TeamScape Report
The first document in the Facilitators Pack, entitled
TeamScape: a Facilitators Guide to the Model, should
be read before continuing with this Guide. It is a detailed
document and worth reading carefully. It includes:
• discussion of what constitutes a team
• the rationale behind the TeamScape model
• how to administer a TeamScape project
• how to administer the on-line TeamScape 360
• the structure and content of a TeamScape report.
Define the purpose of the team build
There are many varied and valid reasons for undertaking
a team building exercise and it is important that the aims
and objectives of a specific team build are clear in your mind
before planning how best to proceed. In this way you can
tailor the agenda appropriately.
This is best achieved by talking to the person who has
requested the event. Very often the responses will be vague
but the overall objectives should be clear from the outset.
For example, the objectives for the Two-day Workshop
agenda we recommend later, were defined by the Manager
as being:
‘We are a relatively new team and it is important that
we get to know each other better and become clearer about
how to work well together to achieve our objectives as
a Division’. Further discussion revealed that there was
some nervousness and a high degree of skepticism within
the team about the value of a team building exercises.
4
Get a good understanding of who and
what you are dealing with
Healthy skepticism is a very usual response from people
who have never participated in a team building exercise
[or who have experienced a poorly designed and managed
event]. A similar response is also not uncommon when the
inclusion of personality data is proposed. As a result the
majority of team building facilitators will caution against
undertaking such an activity without first ensuring that all
the individuals have been properly briefed. When it comes
to using Facet5, or any other personality measure, good
practice dictates that everyone who has completed such
an instrument should receive quality 1:1 feedback from
an accredited person, and be issued with their individual
profiles. If the data is to be used in a team build then this
should take place prior to the event. This not only gives
individuals the opportunity to evaluate whether their profile
is a fair reflection of themselves, but also gives them
a grasp of the Facet5 model and language that will
be used during the team build session. In our experience
individuals are left feeling far more comfortable with the
whole prospect of the team event if the feedback session
also includes the following:
• the aims and objectives of the team event
• the tone of the event [i.e. supportive, non threatening,
confidential, fun, practical and constructive]
• a confidential discussion of the individual’s perception
of how well the team currently operates and any issues
that they feel are affecting team performance
• information on how the Facet5/TeamScape data will
be used
• if the TeamScape 360 is being included, then now would
be the time to explain the process and alert individuals
to expect their on-line invitation.
Numbers of people
This gets at the core of what constitutes a team. While it
would be usual to have more than 2–3 people, the basic
principles are equally applicable to two or three people
working together as to a larger team of 12 or so. We have
been involved in a Team Build for 70 people, but this is rare!
Facet5 can produce TeamScape reports for a maximum of
30 people. This limit is due to the difficulties of representing
the data effectively. For larger numbers you should divide
the group into two or more Projects.
© NL Buckley 1984–2018
TeamScape Team Building Workshop: Facilitator’s Guide
On-site or off-site location
• Most team build facilitators would agree that it is easier
to keep the team focused on the event if it is carried out
away from the work place. The key issue here is often
one of cost and logistics. Although an off-site workshop
is more expensive in terms of the additional costs incurred
in delegate day rates, dinner, accommodation, etc.,
it is preferable in every other way. Specifically:
• People are less accessible and thus less likely
to be interrupted or distracted by business issues
• The change of environment encourages people to look
at things from a different perspective
• It is easier to create a more egalitarian environment
without the trappings of power and authority
• People can relax, socialise and get to know one
another better.
If this is not possible then it is best to formally agree that
individuals will not be interrupted for the duration of the
event and will, to all intents and purposes, be unavailable
and away from their desks and telephones. If this is made
clear before the event then individuals can make the
necessary arrangements.
Adjust your agenda and approach
to fit the time available
It is important to know how much time the team is able
to commit to for the event. The usual objectives for most
team building events is to allow the team to come away with
a better understanding of what they do well and not so well,
and to create some clear action plans for improving their
individual and team effectiveness. If this is the case then
it is difficult to envisage much progress being made in less
than a good half day. In addition, it is worth remembering
that teams need time to ‘tune in’ to the event and to adjust
to the rare luxury of having time to think and reflect on
how they work. They will need time to create the right
atmosphere where people feel relaxed and comfortable.
It is difficult to achieve momentum and create and maintain
such an environment if time is short. If, as is often the case,
the event is also seen as an opportunity for team members
to get to know one another better, then it is advisable to
include some ‘down time’ for socialising in the agenda.
At the very least this can be achieved by arranging for
people to meet up for a drink and/or a meal after the event.
In our experience, teams gain most from events that span
two days and include a compulsory overnight stay, which
includes a team dinner.
The key barriers here are typically cost and logistics.
Use the objectives to help you determine how much time
is required and encourage your client to allow as much
time as they can for the event. We include three example
agendas – a half-day, a full-day and a two-day workshop.
5
Use of a 360° review process
Inclusion of some form of 360° feedback process adds
significantly to the effectiveness of a team workshop.
This is because it provides an external view over and above
that inferred by Facet5. We would recommend using at least
one, and preferably both of the following to add value and
clarity to the whole process.
• The TeamScape 360 Questionnaire. Administered
‘online’ after the 1:1 briefing and prior to the Workshop.
• A ‘live’ 360° exercise conducted during the event.
We have included both processes in the two longer
agendas. If this is impractical then we have found the ‘live’
option to be the most powerful by far. If you choose to use
the on-line 360 alone, then it is really important to brief
participants to provide as much free text commentary
as possible when completing the questionnaire.
Designing the team build
Use the pre-workshop sessions to gather as much
information as you can. This will enable you to design the
team build to meet the overall objective and cover any
performance concerns and issues that have already been
raised. You also have Facet5 and TeamScape data on the
team. Use this to help you understand how individuals
and the team are likely to respond and behave during the
event and to think about your own facilitation style and fit
with the Team.
When designing a team build for the first time it is helpful
to think of team effectiveness as comprising two main
components or elements. The first of these is best described
as the ‘What’ or ‘Task’ element of effectiveness. Most teams
are brought together to perform a specific role and will
have goals and objectives that they need to achieve.
These should be clear and agreed and will usually be
understood in terms of tasks and deliverables. Ideally,
Team builds include a discussion of such things and will
seek to ensure clarity and agreement about what the team
has to achieve and deliver.
The second element is best described as the ’Process’
or the ‘How’ element. This refers to the way in which tasks
are undertaken and the quality of interpersonal interactions
and behaviours. People have much more difficulty in
describing and explaining this aspect of team effectiveness
and this is where Facet5 really comes into its own.
© NL Buckley 1984–2018
TeamScape Team Building Workshop: Facilitator’s Guide 6

Sample workshop agendas

We have included three sample workshops. They differ
in terms of length, depth and complexity, but share
a consistency of approach based on the premise that:
TeamScape should to be used in the context of why the
team exists, what are they there to achieve, and how best
they can do that, given the individual makeup of the teams.
The workshops have evolved over the years and are
a product of several people’s ideas and experiences.
We are grateful to our colleagues, at t-three and Kate
Woodley in particular, who have shared their knowledge
and experience with us.
The most striking difference is that the Two-day Workshop
includes practical, experiential team activities that are
interesting, fun and informative. At a basic level these add
value to any workshop by:
• creating a positive atmosphere
• allowing physical movement
• keeping people awake after lunch!
• helping people to relax
• promoting laughter

A set of Facilitator Notes has been attached to each of • breaking down social barriers
the agendas. The purpose and objective of each session
• energising and motivating people
is provided, along with detailed notes on how to run the
exercises and manage the session. Although there is • helping people to ‘think outside the box’
duplication each agenda has a full set of notes for ease
• helping people to get to know one another
of use.
When they are also carefully observed and debriefed well,
The Agendas do not include specific time slots but give
then they offer valuable perspectives on team and individual
an indication of how much time you should allow for each
behaviours that compliment and reinforce the messages
session or exercise. All timings are approximate and
and lessons of the workshop.
on the generous side. Facilitators may prefer to work
to a more precise timetable, but it is always better to retain You may feel that it is worth sacrificing some of the
some flexibility. All teams are different and it is difficult content of the shorter workshops to allow space to include
to predict how a team is going to perform on the day. such activities.
They vary in numbers and in the length of time they need,
or are prepared to put in to, any one session. You will need
to respond to what you are observing and to use your
judgment about how far to ‘push’ a team to work
on a particular aspect of the workshop, how much time
to allow for breaks and what to include or leave out.

The Agendas and Notes have been written for a team

of eight people. Many of the exercises require you to divide
the team in to groups or pairs. You will need to adjust the
groupings to suit the size of the team and the time slot
available. Be sure to plan and prepare for this ahead of time,
as such changes can significantly effect the timings and
smooth running of the workshop.

Use the agendas as they are or mix sessions and include/

exclude exercises to suit the purpose of the event.
Time will dictate how much you can include in a workshop.
This is usually the most challenging part, but you should
be able to create some lively and constructive workshops
based on our suggestions. The table on page 7 shows
the relative advantages and disadvantages of the three
workshops and their uses.

© NL Buckley 1984–2018
TeamScape Team Building Workshop: Facilitator’s Guide
Half-day Workshop
Workshop duration
• 4 to 4.5 hours
Main advantages
• Includes all the main components
• Minimum budget
• Duration
• Tone is ‘strictly business’
• Does not require internet access during
the workshop
Main disadvantages
• Time has to be very tightly managed
• A lot of information for teams to absorb
in a short time
• Short discussions and de-briefing
• Action Planning is limited to two areas
• The tone is less positive
• Less interaction. No simulation,
‘fun’ or ‘getting to know you’ time
• The graphic and dynamic nature of the
web data is lost
Suitable uses
• As part of a larger team event
• Newly formed teams that have not
worked together for long
• Whole department or function events –
when the focus is the whole team, rather
than individuals
• Teams that are curious about their
results but have no real issues
One-day Workshop
Workshop duration Workshop duration
• 8 hours
Main advantages Main advantages
• Includes all the main components
• Some ‘getting to know you better’ time
• Includes ‘on-screen’ presentation of data
• Linking team data to current and future
effectiveness
• Extra emphasis on feedback and the
contribution of the individual
• More flexibility with the timing and
content.
• More time for action planning and
ensuring that progress is monitored
Main disadvantages Main disadvantages
• A larger budget and time investment
• The pace needs to be kept up if all
sessions and exercises are included
in full
• Action planning is usually limited
to four areas
• Little or no time for ‘fun’ and experiential
team activities
Suitable uses
• Established teams that have worked
together for more than three months
• Teams that need to improve their
teamwork skills or are underperforming
7
Two-day Workshop
• 2 consecutive days
The same as the One-day Workshop, plus:
• Includes highly interactive experiential
team activities
• Learning and impact is greater
• Benefits longer lasting
• Experience is more enjoyable and
memorable
• Cost are usually higher
• Requires teams to take 2 full days out
of their work schedule
• More preparation time for the facilitator
• More challenging for the facilitator and
the team
Suitable uses
• All teams where teamworking
is paramount to success
• Underperforming teams
• Work groups where communication
is poor, relationships are strained
or stress and negativity is the norm
© NL Buckley 1984–2018