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Team Building Articles, Industry Insights

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During team building activities, participants experience challenges, camaraderie, recognition, and fun. But what do they take away? After the shared laughter and the high-fives, what do they bring back home and to the workplace from that experience?

According to Roy Charette, a leader in the fields of team building and professional development training, and managing partner at Best Corporate Events, the specific takeaways are many, but fall into two main types.

Team-Oriented Takeaways

High-performing teams require a mix of skills and attributes: technical, analytical, organizational, and social skills combined with energy, passion, creativity, and engagement.

Team building programs help individuals to better understand what they bring to the team as well as the unique strengths and contributions of co-workers. It builds communication, collaboration, appreciation, and relationships.

As Roy describes it, “In our debriefs, we ask: What have you brought to teams you’ve worked with? And what can people count on you for?’ Facilitated team building activities and initiatives allow individuals to highlight their strengths and specific attributes, giving others an opportunity to recognize and appreciate each other as valuable and contributing team members.”

Teams also have an opportunity to identify areas for potential improvement and gaps in team-related performance. The activities act as a vehicle to delve into rich process discussions on the steps that can be taken to improve areas of weakness—revisiting communication systems, for example.

Individual Takeaways

When a team building activity really resonates with a participant, the lessons they experience are often the “24/7” variety in that they apply to all aspects of both personal and professional life. Enhanced active listening skills, for example, will transcend the workplace and brighten interactions at home with friends and family

Participants will sometimes feel so connected to the lessons from a particular activity that they want to replicate that experience with their family, church group, or other organization they are associated with. It reminds them of a struggle they are having or a problem they need to solve outside of work.

In Roy’s words, “I’m always giving away props, card decks, or other materials to people who feel connected to the activities and the value in what we did. I’ll answer their questions and give them guidance on facilitating the exercise with their own groups.”

Conclusion

Participants in team building programs take away lessons pertaining to high-performing team attributes as well as lessons specific to themselves as individuals. Organizations that invest in team building give their employees opportunities to grow as people, not just to be better workers. The payoff comes in both higher team performance and increased connectedness and commitment among employees.

If you organize corporate or collegiate events, chances are you’ve hired keynote speakers and understand their importance.

Keynote speakers typically kick off events and are vital in setting the tone. A competent keynote speaker will bring energy, enthusiasm, and entertainment. A great one delivers substance as well as storytelling and humor—bringing the steak, not just the sizzle.

The best keynote speakers take the time to research your industry, issues, audience, and the purpose of your event, then combine that with their own perspective and expertise to craft a unique and valuable presentation. By the time they wrap up their time on stage, the audience is saying, “Wow, that was valuable. I’m going to remember those key points.”

If you’ve been doing this for a while, chances are also that you’ve had hits and misses—speakers who have knocked it out of the park, and others who have fallen a bit flat. Wouldn’t it be great to be able to pick winners consistently? Here’s how to do that.

What (Exactly) is a Keynote Speaker?

As Will Rogers famously said, “You never get a second chance to make a first impression.”

Choosing the right keynote speaker is crucial because that person creates the “first impression” for your event. In their hour or so onstage, that person needs to entertain, educate, and create a sense of excitement in the audience for what’s to come over the course of your gathering. Their presentation has to both stand on its own and connect to the content that will follow.

It helps to clarify what a keynote speaker is by understanding what that person is not. A keynote speaker is an experienced, engaging, professional communicator. Keynote speakers are not merely motivational speakers—though they do need to motivate, and often employ similar audio and visual tools.

Keynote speakers are different from industry experts (people who will often lead training sessions or breakout groups at events), though they will have some knowledge of your industry.

Keynote speakers are not entertainers, though their presentations do need to be fun and entertaining. A talented musician, comedian, or magician can provide entertainment—but not necessarily the kind of substance, insights, and valuable takeaways that a keynote speaker delivers.

Keynote Speakers Versus Trainers

Keynote speakers are distinct from trainers, though there is a fair amount of overlap. Professional trainers are rarely, if ever, also keynote speakers. But it’s not uncommon for keynote speakers to also do training.

A keynote presentation is generally broad and high-level (though it should include some specific, memorable points) while training is more direct and often hands-on. A keynote speaker is a standalone type of communicator, different from a trainer, workshop facilitator, or seminar leader. A great keynote doesn’t just impart information, but is inspirational, tone-setting, and reflects the theme of the event.

But again, there are keynote speakers who also do training. Their topics often revolve around leadership, negotiation skills, or (not surprisingly) how to be a more effective communicator.

What to Look For in a Keynote Speaker

Keynote speakers fall generally into two categories: celebrities and professional speakers.

Celebrities include well-known actors and actresses, politicians and government officials, former sports stars and professional coaches, journalists, authors, and other famous people. While some can be insightful, celebrities are generally hired more for entertainment value and their name recognition than deep substance.

The primary value of a celebrity speaker is to attract a crowd. And because these speakers command hefty fees, they are most often sought after for industry-wide events that professionals pay a significant ticket price to attend.

Industry associations and organizations often bring in comedians, ventriloquists, mentalists, magicians, or other entertainers as part of their events. These individuals are great for dinner shows; not so much for keynotes.

True keynote speakers, again, are professional communicators. They deliver entertainment with substance. Their job is to combine motivation, inspiration, and excitement with expertise and credibility. It’s fun and enthusiasm plus practical, actionable ideas.

Three key considerations when choosing a keynote speaker are:

Credentials: Professional keynote speakers can usually back up their expertise and credibility with advanced degrees and professional certifications. This is especially important when choosing a speaker for a gathering of professionals (e.g., doctors, lawyers, engineers, finance pros, executives) or an academic audience. People with credentials care about the credentials of the people they’ll consider listening to.

Experience: No one becomes a professional keynote speaker at 22. Everyone who’s qualified to do this has done other things first. When searching for a keynote speaker, look at what they’ve done professionally as well as through volunteer and professional organizations. Keynote speakers have to bring a combination of left-brained (analytical) and right-brained (creative) thinking to their presentations, so look for evidence of both. Often, the best keynote speakers have “unique” backgrounds, with some unexpected experiences.

Engagement: While this isn’t the most important factor, it is essential. Even the best content provides little value if the delivery is dull. A boring presentation with endless primarily text-based slides will have attendees mentally checking out and fiddling with their phones. A keynote speaker needs to be able to hook the audience with style, then keep their attention with substance.

As with any “purchasing” decision, third-party validation matters. Every qualified speaker will have a sizzle reel on YouTube and numerous client testimonials. These will rarely be a deciding factor, but they’re helpful to check out.

Why Select a Keynote Speaker from Best Corporate Events

Corporate conferences, all-company gatherings, and sales kickoff meetings are great opportunities to conduct team building and professional development programs. If you’re already working with us for that activity (not to brag, but we literally wrote the book on corporate team building), why not hire your keynote speaker through us as well?

While there are lots of places to find keynote speakers, there are three significant benefits of working with Best Corporate Events for your keynote speaker in addition to your team building / professional development activities.

Single, powerful management portal: BEST’s client portal enables event organizers to track all of the production aspects of your team building and professional development programs on a single page. See event details, information about your facilitator, shipping status, venue information, and more. If you also book your keynote speaker through us, all of those details can be tracked within the portal as well. We also offer a version of the portal with additional features for DMCs.

Package discount: If your organization purchases both a team building event or professional development workshop and a keynote speaker from BEST, you’ll get a 10% discount on the total engagement. Not only will you save money, you’ll also simplify the process since you don’t have to work with a separate agency or speakers’ bureau to bring in a keynote speaker.

More than a keynote: The keynote presentation can be a standalone event, or an initial touchpoint into a deeper dive into communications training. For example, BEST featured keynote speaker Tom Leu can deliver follow-up training workshops or seminars during the same conference, or at a later date. This training can be delivered in-person or virtually.

Tom is a member of the National Speakers Association, and a certified professional coach with a graduate degree in psychology, whose background includes both teaching and dean roles in the collegiate environment. But he also knows music (he’s been in rock bands for decades and currently composes music for films) and is a published professional photographer. He brings all of that background and more to his one-of-a-kind energetic, entertaining, and educational keynote presentations.

Your choice of a keynote speaker is crucial, as that speaker sets the tone for your corporate or collegiate event. The best keynote speakers combine enthusiasm and entertainment with substantive, actionable takeaways for your people. You’ve got lots of options for finding a standout keynote speaker, but Best Corporate Events should be on your list for consideration, particularly if you’re already working with us for team building.

While there are hopeful signs for employers that labor market tightness may be easing a bit, the long-term trend of slower growth in the workforce means competition for talent will continue for years.

That makes it imperative for organizations to create a workplace culture and environment that employees want to join, want to stay with, and are engaged in. Those that don’t, risk declines in performance and competitiveness.

This shouldn’t be surprising, and yet recent research shows that employee stress is at a new all-time high, while global engagement and employee well-being measures are low.

According to the State of the Global Workplace: 2022 Report:

“Before the pandemic, engagement and wellbeing were rising globally for nearly a decade—but now, they’re stagnant…With only 21% of employees engaged at work and 33% of employees thriving in their overall wellbeing, most would say that they don’t find their work meaningful, don’t think their lives are going well or don’t feel hopeful about their future.”

Numbers like that should spur leaders across business, government, and academia to action. But before developing strategies, it’s vital to understand what’s causing these high levels of stress and low levels of engagement.

Why Are Employees Dissatisfied and Disengaged?

The bad news for employers is that today’s worker shortage isn’t just a temporary blip caused by the pandemic, but is part of a longer-term trend. The good news is that the underlying reasons for worker dissatisfaction are within the control of leaders.

In a series of studies going back to 2012, Pew Research has found that while the specific reasons given by employees for voluntarily leaving their jobs has changed somewhat over time:

“When you look at the patterns and trends across the last decade, the big picture becomes clear—employees have realized that they are no longer willing to work in roles and for employers that consistently compromise their universal needs.”

The universal needs at the root of the labor crisis are identified as:

  • Foundation/function need: Compensation, benefits such as health care, child care issues, excessive hours, etc..
  • Value need: People quitting because they didn’t feel important, they felt disrespected, a lack of support, favoritism, and not being recognized for their contribution.
  • Growth need: Lack of challenge, not growing professionally, career development, and no opportunities for advancement.

Team building, training, and professional development programs can help, particularly with “value” and “growth” needs. As noted in our previous post on leadership training, “When employees see that their company is making an investment in them and helping prepare them to advance in their careers, it increases satisfaction, engagement, and loyalty.”

Here’s how.

Recruitment

Prospective employees will check out your company online before you even know they exist. Sites like Glassdoor and Reddit give them a glimpse into your company culture, leadership, compensation practices, and more, provided by your current (or former) employees.

When you bring jobseekers in for interviews and tours, they will scope out your offices. Do your people seem happy and collaborative in their work, or stressed and harried? Are the people they meet with friendly and welcoming, or do they treat the interview like an imposition? Or worse, an inquisition?

Team cohesion and management practices set the tone, and both can be improved through team building and professional development programs. Team building should also be part of your new employee orientation process, as it builds trust, creates shared experiences, and helps new employees get productive more quickly.

Retention

As any type of leader in your organization—manager, supervisor, executive, team leader—it’s vital to have open communication and dialogue with those who report to you.

You need to know how things are going; not just in the tactical sense (is this project on track?) but also how things are going with each specific team member on a personal basis. Do they feel secure? Is their work meaningful? Are they optimistic about their professional future?

Again, team building and leadership development programs can help break down barriers and improve that communication. But in terms of enhancing employee retention, they can do much more. Team building programs specifically help employees feel:

Valued: In the words of Roy Charette, a leader in the fields of team building and professional development training, and managing partner at Best Corporate Events, “We run team building activities that let people shine. People take turns feeling valued. They smile a lot in these workshops. We introduce activities designed to showcase people’s competence and ability and productivity, events that bring out the best in people.”

Motivated: Roy points out that in workshops and programs, participants are so busy focusing on the task at hand, laughing, and high-fiving each other that they forget to look at their phones for an hour…or two, or three. He challenges team members, “”If you can get this excited, energized, and motivated around an activity where there’s really nothing at stake, except for fun and team building, shouldn’t you be able to carry some of that over into your workplace where everything’s at stake: food on your table, a roof over your head, supporting your family?”

Passionate: Participants discuss how they can support each other, position each other for success, and move from competition to collaboration in the workplace in the same way they did during their team building exercise. The emotional impact is even more powerful when that activity has a corporate social responsibility (CSR) component. CSR team building activities such as a Bike Build Donation® or Build-a-Wheelchair® event help employees to feel more connected to their communities as well as to each other, increasing loyalty by creating emotionally impactful shared experiences.

Professional development programs for leaders help them carry those outcomes back into the workplace, to create an environment that fosters those same feelings. They learn what they can and should be doing as managers to lead high-performing teams in ways that don’t lose the “connectedness” developed through team building activities.

Relationships

Strong working relationships are key to employee retention and high performance. Employees who have poor relationships with peers or feel their supervisor is treating them unfairly will start looking for new opportunities elsewhere.

Team building activities help build and strengthen those relationships. The experiences are positive and designed to foster collaboration, to enable each team member to bring unique strengths to help achieve the objective. “We’re not putting people into a situation where they will need to deal with conflict resolution,” says Roy, “unless that’s what the workshop is about.”

“Our 100-plus workshops are very positive and engaging,” he adds. “They bring about the best examples of how we interact with each other. We have great communication, we share laughter, and we position others for success. We celebrate each other’s accomplishments. There is recognition, acknowledgement, and value.”

The Best Programs for Attracting, Retaining, and Engaging Employees

Choosing a team building program or professional development workshop starts with an assessment. From there, any program may be customized to some degree to meet the specific needs and goals of the organization.

Managers also often ask if it’s better for them to participate in the team building activity or to observe it from the outside, looking for strengths and weaknesses.

“I normally say, ‘If you participate, that will have an impact, but you don’t have to participate in the whole event,’” says Roy. “I can explain the activities and then based on what they’re looking for, tell them which activities they should step away from, which ones they’re going to want to see from the outside because they’ll love what they see.”

That approach works well with programs that have “pause” points built in where participants can be debriefed and process the experiences, such as Competition to Collaboration®. But in programs like Build-a-Guitar® or SmartHunts® (high-tech scavenger hunts), all participants are involved from start to finish.

Leadership and professional development programs such as the DiSC Profile Workshop, Myers-Briggs Type Indicator (MBTI) Training, Developing Emerging Leaders, and Emotional Intelligence Training help managers bring some of the collaboration and communication benefits of team building programs back into the workplace.

Half of all Best Corporate Events team building programs use iPads for participants to take photos, record videos, and answer trivia questions among other activities. This provides the ability for participants to look back at those activities later on, enhancing the value of the shared experience.

“Quite frankly,” Roy summarizes, “all of our programs allow for everyone to feel good, to shine, to feel connected, and to have fun with each other. Having fun, feeling connected, and laughing with each other can have amazing impacts on employee retention, loyalty, and engagement.”

Wrapping Up

The bad news is that a tight labor market and competition for talent will be with us for several more years. The good news is that most of the factors driving (and avoiding) employee turnover are within management’s control.

As noted in Entrepreneur, “The reality is that there’s no such thing as a labor crisis right now if you have employees who are happy, engaged and loyal…(and) other people actually want to work for your organization (which happens when you gain a reputation for employees whose universal needs are supported through working with you).”

Among the top reasons employees voluntarily leave organizations today are that they don’t feel valued, recognized, or connected, and don’t see opportunities for advancement.

Team building and professional development programs can help on all of those fronts. They provide recognition and build relationships. And the fact that the organization is investing in their skills and paying them to take time away from their normal work to enhance their collaboration and communication abilities demonstrates to employees a commitment to their career advancement.

Virtually any type of team building or training program will ultimately help with recruitment, retention, and relationship building. Team building activities build recognition and a sense of connectedness through shared experiences. Leadership development programs help managers bring some of the enthusiasm and collaboration fostered by team building events back into the day-to-day work environment, to help build a culture of high performance.

Although COVID-19 is (hopefully) behind us, the pandemic will have long-term impacts on the working world. Having grown accustomed to, and comfortable with, working remotely, many employees are resisting a return to the office.

Though managers would generally prefer to have everyone physically back in the workplace, given the tight labor market and projections for lower workforce growth over the coming decade, they can’t push too hard.

Of course, remote work isn’t an option for everyone. But for knowledge workers who are able to work from home (or pretty much anywhere), some combination of remote and hybrid (part-time in the office) work is likely to permanently replace full-time in-the-office employment.

Developing team cohesion and camaraderie is more important than ever for improving employee retention. Yet it’s also incredibly challenging to do when employees spend little time interacting in person. What are managers to do?

A regular schedule of team building and professional development programs can check all the boxes: it builds strong relationships, enhances collaboration, increases employee loyalty, and improves interpersonal skills. The end result is an engaged, high-performing workforce. Here’s how to get there.

How to Use Team Building with Remote and Hybrid Work Teams

Effectively managing and optimizing the cohesion of physically disconnected work teams requires thinking about the challenge across multiple dimensions, including people, processes, and programs.

Building collaborative teams goes way beyond the technology. Tools like Slack, Zoom, and Monday can certainly be helpful, and remote work applications have in general gotten a lot better over the past couple of years. But the tools themselves are only infrastructure; it’s how the tools are used that leads to high performance (or not).

People

One challenge of managing remote/hybrid teams is that it’s harder to really get to know your team, and for team members to really get to know each other, without the benefit of in-person verbal and non-verbal cues day in and day out.

As noted in a previous post here, maximizing team cohesion with different personalities and work styles starts with utilizing some type of personality assessment tool, such as the DiSC model, MBTI assessment, or Predictive Index. The insights they provide are valuable in any environment but are even more crucial when managing physically disconnected work teams.

Some employees are comfortable working independently, with periodic check-ins and updates from team members. Others are more collaborative and prefer to talk issues through with teammates. Still others need time to process information and are uncomfortable making snap decisions.

It’s vital for managers to understand these differences regardless of the work structure, but even more critical—and challenging—in remote or hybrid situations. For example, an employee who craves socialization may need opportunities for direct conversations with the team leader and coworkers in order to remain comfortable and engaged.

“Managing is less about tactics and goals and more about team cohesion, building culture, and creating one-on-one relationships. Then when conflict or a crisis does happen, you’re better equipped to handle it,” says leadership coach Wendy Bryan.

“You have to arm your managers of hybrid or remote work teams with assessment tools and skills. It’s about really understanding the workplace drivers and what makes people tick, because most employees can’t just tell you how best to manage them.”

Leadership training is essential for enabling managers to understand and properly use the results of personality assessments. Team building programs help employees better understand and accommodate the different work styles and preferences of their colleagues.

Process

One basic component of managing geographically dispersed groups and making everyone feel like part of the team is not only a regular cadence of online meetings, but also an established structure, so that everyone gets the most out of virtual meetings.

That’s vital from a tactical standpoint, but it’s also crucial for managers to understand the softer side of online communications. Who needs to be “called on” during team meetings because they aren’t as eager as others to speak up? How do employees prefer to be contacted for urgent or quick questions: phone call? Text? Are they highly responsive on Slack or email? That’s important to know on both tactical and interpersonal levels.

The output of personality assessments can also be incorporated in creative ways into remote team communications.

For example, notes Wendy, “We could take the placards from the Predictive Index and black out the names. Then interject those into weekly or monthly meetings, asking ‘Who do you think is who? Which one is yours?’ It’s a five-minute icebreaker that’s fun, gets everyone relaxed, and is much more meaningful than small talk about sports or the weather.”

It’s also helpful for remote team cohesion to occasionally interrupt business with fun. For example, once a month, hold a mandatory 30-minute Zoom meeting where people have to be away from their desks and doing something physical, to encourage health and wellness.

People might be walking, at the gym, vacuuming, any physical activity. It may seem awkward at first, but after a few sessions, team members start to get creative and have fun with it. It’s great for physical and mental health, as well as employees showing a different side of themselves.

Team building and professional development programs also play a crucial role. “Think about what happens at sales meetings, marketing kickoffs, or other all-employee gatherings,” says Wendy. “People get to see each other, give high-fives, and hang out together. That’s so important. When it’s not possible or practical, virtual team building helps to meet that need in building team cohesiveness.

“You can have a manager attend leadership development training or your people do a team building program. Both are important, but have two different psychological effects. One is addressing the manager and how to manage. The other is for the team and how to see other sides of coworkers beyond email, Slack, and Zoom meetings. Start with team building for everybody, then springboard off into getting managers trained to be better leaders.”

Programs

Helpful programs for leadership and professional development in hybrid / remote work environments include:

  • Building Your Hybrid Team: This custom virtual workshop will give you and your hybrid team a roadmap for moving forward, while helping to organize for increased efficiency. It focuses on methodologies that your group can use in future meetings, and explore behavioral and work styles and situational leadership approaches. It will help you to create an Objective Statement along with corresponding team goals to ensure everyone is on the same page.
  • Virtual Coaching and Feedback: This online program will increase your ability and skill to provide virtual coaching and feedback that is engaging and effective. It helps develop trust and respect and promotes self-awareness that will allow for increased development and focused career planning.
  • Conducting Better Virtual Meetings: Learn the skills and tools to make your virtual meetings effective and productive. Plan remote meetings that will deliver tangible results with clear takeaways and follow-up action plans that will ensure your attendees see value in attending and participating.
  • Developing Emerging Leaders: For a more in-depth approach to developing and enhancing leaders in your organization, this comprehensive workshop series helps current and future leaders realize their full potential.

Among the most popular and effective virtual team building programs for strengthening remote team cohesion are:

  • Virtual Morning Jumpstart: This event can be delivered on any day of the week as a fun way to launch into a productive workday with smiles and camaraderie. Virtual Morning Jumpstart promotes team cohesion and enhances relationships through a lively series of game-type challenges and morning wake-up-themed activities.
  • Virtual escape rooms: Programs such as Escape the Office, Save the Boss, and Search for the Cure bring together an immersive storyline, clues of varying difficulty, detailed graphics, and an advanced escape room platform to intrigue and challenge your group.
  • Virtual Speed Networking: This engaging get-to-know-you event incorporates a series of fun and challenging icebreaker activities and discussion topics, conducted remotely. After every break-out session, teams will return to the virtual “General Session” space to reconnect with the large group and the host.

How to Schedule Workshops and Programs to Enhance Team Cohesion

Keeping remote work teams engaged and productive requires establishing protocols and processes, but also building team cohesiveness in a hybrid work environment. It’s very helpful to do some type of activity on a quarterly basis that brings the team together outside of the work you actually have to do. To maintain team cohesiveness among remote workers, you need to be even more deliberate about this than when you have the whole team on site every day.

In addition to training or professional development workshops that are just for managers, an ideal cadence is one team building event per quarter—live if possible, virtual if not. And the entire team should do at least one or two live, in-person team building events each year.

Conclusion

Building and maintaining highly collaborative and productive work teams is challenging in any environment, but even more so in remote or hybrid work situations. Leadership development and team building programs are essential for optimizing team cohesion and performance.

Managing successful remote teams requires the right mix of people management, processes, and programs. It starts with using a personality assessment tool to help managers really understand the unique characteristics of team members, and training managers on how to use the output of these tools.

Remote work processes help keep the team in sync. These need to take into consideration both tactical requirements and people management “soft skills.”

Team building and professional development programs play a vital role in keeping remote team members engaged, and your teams performing at a high level. The ideal cadence for team building activities is quarterly, with at least one in-person event each year.

When it comes to the performance of work teams, “our diversity is our strength” isn’t just a slogan. Dozens of research studies over time have shown that diverse teams are smarter, increase financial returns to the organization, and perform 30% better than homogeneous teams.

Diversity and inclusion are often thought of in racial or ethnic terms, but also include diversity of approaches and perspectives. When team members think about problems differently, the team is more likely to make better decisions because it will evaluate the situation from different angles.

As a very simple example, “drivers”—people who throw around phrases like “move fast and break things,” “get ‘er done,” and “just do it”—help keep teams moving forward. But team members who are detail-oriented “questioners” and “collaborators” prevent the group from moving too fast and overlooking important considerations. The most effective teams have a mix of these personality types.

The key to unlocking the high-performance potential of diverse teams is skilled management. Without the right tools in place for managers to understand and address the different personalities, perspectives, and work styles of team members, there are significant risks of dissatisfaction, dysfunction, and eventually employee turnover.

Here are several tools, processes, and programs that can help managers optimize the collaboration, cohesion, and performance of diverse work teams. But first, a quick look at the risks of getting it wrong.

Risks of Mismanaging Diverse Teams

Improper management can lead to dissension and disagreement within the team, as well as disengagement and even departure of skilled employees. So how does a manager know there are problems that need to be addressed?

It’s a combination of verbal and non-verbal cues. Is there conflict? Is there frustration? Are people unhappy? You, as the team leader, can probably see by their body language or their tone of voice that something is bothering them.

Getting the team back on track requires digging in to determine what’s really going wrong beneath the surface. Too often, when one team member is seen as “holding the team back,” the temptation is to steamroll forward and let that individual work it out and catch up.

Talented employees start off in new roles with enthusiasm, with the desire to be empowered and to make a difference. But if they aren’t given time to think things through, if they don’t feel their concerns are being listened to or addressed, they will begin to disengage.

Leaders are generally skilled at managing employees at the tactical level: “Do you have enough resources? Enough training? How are you doing on your goals? How’s your task list going on our timeline?”

But they also need the “soft skills” to understand how each of their employees processes information. Do they need more details? Just the big picture? Do they need to collaborate and check in with others? When managers don’t get this and accommodate different work styles, they too often end up surprised when talented employees walk out the door.

How to Optimize Performance Teams with Diverse Personality Types

Effectively managing team members with diverse personalities starts with a behavioral assessment. You need a tool that will provide a roadmap for these discussions, because optimizing team cohesion isn’t tactical; there isn’t a simple list of items you can check off.

The tactical side of team management is about metrics you can hit when thinking about SMART goals. Did we complete all of our tasks? Did we meet our timelines? Did we stay within budget? Those are checklist goals.

But when you think about team cohesion, culture, and managing a mix of personalities, you have to take a different tack. It’s all about building a culture.

A behavioral assessment is ground zero for this effort because it provides insights about “what makes people tick” in ways you usually can’t get from observation, even if you’ve worked with an individual for years. Suppose that person doesn’t say much in meetings—is it because they are processing the information, or because they are thinking three steps ahead?

As an example, a salesperson and an accountant may both be very good with numbers, but the accountant values structure and detail while the salesperson prefers more operational latitude and the freedom to move quickly.

It’s up to you as the leader to figure out who on your team needs details, who wants to “figure out as we go,” and who wants to discuss the issues with a wider range of people.

Tools to Help Manage Teams with Different Personalities and Work Styles

Building team cohesion across diverse personalities is like driving without GPS (or even a map) if you aren’t using some type of assessment tool. You’re making decisions based on gut instinct instead of science. Here are three tools that can provide the basis for more effective management of diverse personality types.

DiSC: DiSC is an acronym that stands for the four main personality profiles described in the DiSC model: (D)ominance, (i)nfluence, (S)teadiness and (C)onscientiousness. Depending on which personality type an individual best fits, that person will place relatively more or less emphasis on factors like getting results, influencing others, collaborating, or digging into details.

Understanding the different personality types on a team helps managers more effectively communicate with and motivate each individual. It improves understanding, leading to improved cohesion and reduced conflict.

Myers-Briggs Type Indicator (MBTI): This assessment can help dramatically improve team dynamics by clearly identifying the strengths and benefits associated with specific personality traits. It provides terminology that can be used in the workplace to handle disagreements respectfully and productively.

The MBTI assessment helps managers understand the personality composition of their team so they can communicate more effectively, improving performance while minimizing unproductive and corrosive conflict.

Predictive Index: This provides managers and leaders with the tools to have better conversations with team members, helping them understand each person’s drivers using a simple placard.

For example, consider this team with five members: Josh, Catherine, Julie, Ian, and Michael. Each has a different pattern.

Looking at these placards you can see, for example, Josh and Ian like to collaborate. Julie’s is “Let me drive,” while Catherine and Michael are situational: sometimes they’ll take a lead and want to drive, and sometimes they’ll collaborate.

That information alone allows you to better understand why Julie is always the most talkative in every meeting. But Josh and Ian prefer to test the waters with other people it will affect. Julie, who likes to drive, just trusts the process, so she doesn’t need to collaborate on many decisions.

Julie, Josh, and Michael are all “Let me think it through” types as well, while Catherine and Ian like to talk it out. So, again, when you’re in meetings and talking about launching a new product or project, understanding how your different team members address the problem helps you facilitate that conversation because you can see that Catherine and Ian want to talk it out, while you may need to prompt the other team members to tell you what they are thinking or what pieces of the puzzle you may be missing.

Using any of these behavioral assessment tools is more effective than simply asking questions, because most people aren’t able to articulate what these assessments reveal. The results are as enlightening to the individuals themselves as to their managers.

As a leader, these assessments will help you understand, for example, whether a team member needs more details in order to make a decision; prefers to collaborate with others first; or simply needs to think it all through. From a team cohesion standpoint, you need to understand these workplace drivers because they don’t fit neatly into management checklists. The key is behavioral assessments.

Team Building and Professional Development Programs to Help Manage Diverse Personalities

Best Corporate Events offers a number of team building and professional development programs that can help your managers better understand teams with diverse personality types while helping team members to better understand themselves and each other. The result is more cohesive, higher-performing teams.

Among these programs are:

Developing Emerging Leaders: Over a series of five virtual group sessions, this program utilizes the Predictive Index to assist in developing high-potential individual contributors into your organization’s next generation of leaders.

It addresses the four workplace drivers at several levels, starting with identifying who you are and understanding where you are. The program then progresses into communication; dealing with conflict; managing up and across the organization; and finally, managing and developing others.

DiSC Profile Workshop: This program introduces your team to the DiSC Model, a behavior assessment tool that helps professionals understand their own styles of behavior and communication, as well as those of their colleagues. Learning how to manage these styles and identify areas in need of improvement can help participants eliminate bad habits, minimize conflict, and improve overall team success.

Emotional Intelligence (EI) Training: An emotionally intelligent organization is one in which each member understands their Emotional Quotient (EQ) and how best to tap into it for professional growth. Applying EI within an organization helps to build trust and encourage open communication. This compelling, informative workshop covers case studies on EI, its six major components, and how one can apply their own EQ in the workplace.

Myers-Briggs Type Indicator (MBTI) Training: This eye-opening program introduces your group to the Myers-Briggs Type Indicator (MBTI) assessment. This tool can dramatically improve team dynamics by identifying personality types and demonstrating how the knowledge of these types can be applied to improve group communication, cohesion, and performance. Participants will also gain a comprehensive understanding of their specific personality traits, what strengths they bring to the table, and how they can improve.

Conclusion

Research consistently shows that teams comprised of diverse personality types outperform and make better decisions than more homogenous groups. But managing such diverse teams to optimize cohesion and performance is challenging.

Behavior assessments are the key to unleashing team performance and preventing unproductive conflict. The results of these assessments help managers understand how to most effectively communicate with each team member, while providing team members with insights that help them better understand their own drivers and characteristics, and how to collaborate productively with each other.

There are several different assessment tools available to help managers and teams, including the DiSC profile, MBTI, and Predictive Index. Each provides a distinctive output format and terminology to help manage group dynamics. Predictive Index uses placards that describe individuals across four personality dimensions.

Professional development training programs help leaders and team members best use the output of these assessment tools. Programs range from in-person workshops to multi-session virtual training exercises. The end result is happier, higher-functioning teams that are more cohesive and less plagued by unproductive conflict.

Our virtual professional development workshops are ideal for bringing together teams across regions or in hybrid work environments to enhance conflict resolution and team management skills. These workshops combine professional facilitation, the latest remote work technologies, and an engaging, dynamic approach to leadership development.

Pressed for time? Our virtual training programs offer the core learning and growth opportunities of a full professional development workshop in a more compact time frame.

The end result is happier, higher-functioning teams that are more cohesive and less plagued by unproductive conflict.

Passive-aggressive behavior is poisonous to workplace cohesion and productivity. Fortunately, team building programs can supply the antidote.

One of the most insidious characteristics of passive-aggressive behavior is that it’s rarely an event. There’s no app managers can download that will send them an alert when this crops up. Instead, it tends to build over time, its corrosive effects gradually damaging team collaboration.

That means managers need to be alert to early warning signs, ready to take action.

Signs of a Passive-Aggressive Problem

Typically, when teams are first formed or expanded, everyone is excited. Team members are fully engaged, on their best behavior, and want to be part of the process.

But, over time, people can become less engaged, for a variety of reasons. Perhaps their ideas were rejected. Or they don’t agree with the direction the team is taking. Or they feel that their opinions aren’t valued.

The path of least resistance is to just go along. There’s no “big bang” confrontation. There is just a slow erosion of effort, engagement, and input. There may be some grumbling, but much of the frustration remains beneath the surface.

Managers and team leaders need to be attuned to these types of changes, which may be manifested in missed deadlines, apathy, and less discussion during team meetings.

How Team Building Helps

If you Google “benefits of team building,” you’ll get a long list. The positive impacts are widespread. Here are five ways that organized team building exercises directly help to eliminate passive-aggressive behavior at work.

Improved morale: Team building activities are fun, engaging, and a break from the normal routine. Employees enjoy the exercises and appreciate the investment the company is making in improving their collaboration and communication skills.

Enhanced creativity: Many of these activities present participants with a new and completely unfamiliar problem to solve, whether it’s completing a scavenger hunt, figuring out an escape room challenge, or assembling bicycles, wheelchairs, or guitars. Team members need to work together and often “think outside the box” to solve the challenge. You’ve empowered them to think differently.

Improved relationships: There’s a feel-good aspect to working together on solving a fun, non-work problem. But beyond that, there’s an openness to see coworkers in a different way. People who may be reluctant to ask questions or acknowledge any professional shortcomings in the workplace aren’t afraid to admit when they don’t know how to do something in a team building activity. They’re more authentic and open, because the puzzle isn’t work-related and is therefore less intimidating.

Increased trust: Team events often include time limits and competition that compel participants to rely on each other. They are more willing to offer and ask for help. That process builds trust which gets taken back into the workplace.

Productive fun: Almost all team building experiences produce laughter. That makes endorphins go up and walls come down. Team members lower their mental and psychological barriers. Working together to accomplish the team building goal positively impacts professional relationships; it improves peoples’ demeanor and perspective in ways that carry through to the workplace.

Combined, all of these effects of team building combat passive-aggressive behavior by shifting the mindset of employees. The result is improved trust, collaboration, and engagement.

Here are four specific ways organizations can use team building programs to improve morale and productivity by reducing passive-aggressive behavior.

Reframe the Situation

A common manifestation of this problem is that people are afraid to speak out. Even if they are very unhappy or frustrated about an issue, they aren’t comfortable being direct, saying what they are really thinking and feeling. They may worry about hurting a coworker’s feelings or making that person angry, or about having their ideas rejected.

Team building literally puts everyone in a different place. They are in a different environment, solving a fun non-work problem, relaxed and laughing. This puts people in a different frame of mind. Conversations are easier because the participants are in a non-intimidating, non-confrontational environment.

Build Trust

Leaders need to establish the trust of their team. That trust has to be earned all the time, in different scenarios. They need trust that they are going to hold everyone on the team accountable to the same criteria. That they will provide honest feedback, and not let poor performance just slide.

Ignoring poor performance doesn’t help the employee who is not receiving an honest appraisal, and it doesn’t help the team. There needs to be two-way dialogue, but from the leader’s perspective, there is no single way to do that because every employee is different.

Team building improves communication and team cohesiveness by taking the team out of the office to solve a fun challenge. Earning trust and establishing a dialogue in another environment carries over into the workplace.

Break Down Barriers

We’ve seen even some rather cynical, jaded employees lower their guard and open up after a feel-good team building experience. During the socializing that follows, it’s not unusual to hear an employee conversing with a coworker along the lines of, “That was really great. I wish we could talk like this at the office.”

By attacking obstacles to team cohesiveness from different vantage points, team building helps lower or eliminate barriers to effective collaboration.

In addition to breaking down barriers, it helps participants to better understand the communication styles and preferences of their colleagues. Co-workers seem more approachable, opening the door to better and more productive discussions at work.

Make It a Habit

While team building programs are clearly helpful for combating passive-aggressive behavior, they aren’t a one-and-done solution. Rome wasn’t built in a day, and team performance isn’t optimized overnight.

That’s why top-performing organizations make team building a regular event, often running programs several times each year.

The goal of one event may be dealing with passive-aggressive behavioral issues. At the next event, the focus may be on team cohesiveness, improving communication skills, conflict resolution, or managing a significant organizational change.

Team building activities, especially if done two or more times per year, help build social trust. Frustrations, disappointments, and misunderstandings aren’t allowed to fester to the point where they cause operational or performance problems.

A regular cadence of team building exercises helps develop a culture of high performance. Over time, those exercises become less about resolving problems and more about taking organization performance to successively higher levels, going from good to better, better to great, great to amazing, and from amazing to extraordinary.

The Best Team Building Programs for Combating Passive-Aggressive Behavior

Many different team building programs can be helpful in dealing with this issue, but among the best are Build-a-Raft Competition; Catapult (where teams utilize their creative brainpower to build a working catapult, and then compete on distance on accuracy using their creations), Crack the Case! (where teams solve clues and puzzles together to break into a series of locked boxes) Pipeline (where teams design and assemble a delivery system for marbles using PVC pipe, bamboo, rope, and other materials); and Team Olympics.

Corporate social responsibility (CSR) programs, such as Build-a-Wheelchair® and Bike Build Donation®, are also effective, and create powerful emotional experiences.

And for situations where it’s not practical to gather everyone together in one physical location, virtual escape rooms and game shows are an excellent alternative.

Wrapping Up

Passive-aggressive behavior in the workplace is anything but “just fine.” It’s damaging to team cohesion, morale, and productivity.

Fortunately, team building can help in several ways, from breaking down barriers and increasing trust to improving relationships, communication, and collaboration.

One event will produce positive results, but to really help people change and be more open with their coworkers, it’s important to run organized team building exercises on a regular basis.

High-performing cultures aren’t created by one team building experience. They’re built over time with consistency, cultivating an environment where people are motivated. And that leads to higher employee retention, morale, and productivity.

If you’re looking to build a best-in-class team or organization, you can do it over time with a little effort and a lot of fun by making regular team building activities part of your operational planning.

On Thursday, May 5, 100 employees from Dominion Energy gathered in Chester, Virginia to build 22 wheelchairs for disabled veterans and low-income residents in the community. They had a great time, contributed to two great causes, and enhanced their relationships with coworkers through collaboration.

In this video from WTRV-CBS6, photojournalist Chris Jenkins hears from Dina Takhchi, Chair, Dominion Energy Diversity Council about the activity and the plans to donate 11 of the wheelchairs to Chapter 50 of the Disabled American Veterans (DAV), with the remaining 11 going to the Powhatan County Sheriff’s Office. Sheriff’s Office spokesperson Ben Nice expresses his gratitude and explains that his department will use the wheelchairs to aid low-income residents in the county.

Best Corporate Events facilitator Eric Nodler keeps the action of the Build-a-Wheelchair® program moving, handing out tools and parts to the teams as they earn them through answering trivia questions and other activities, and setting up a wheelchair race among participants to test their finished assemblies.

The WWBT-NBC12 news team also covered the event. Reporter Ashley Hendricks spoke with Ralph Baskerville, Commander of DAV Chapter 50, who explained the need for the wheelchairs and expressed gratitude to Dominion Energy and its employees for this donation.

As Dina Takhchi noted, many Dominion employees are veterans or have family serving in the military. They took pride in giving back to those who have given so much for our country, while improving their teamwork skills and having some fun on a beautiful spring day.

Team building provides many benefits in improving organizational cohesion and productivity. But what if you have very specific goals or objectives in mind, and none of the activities offered are a perfect fit? That’s where needs assessment and program customization come in, designing and delivering an event that meets your specific requirements.

Virtually all team building programs provide the four core pillars of team building: improved communication, interpersonal relations, engagement, and fun. They help with time and meeting management skills by incorporating a combination of competition and collaboration.

As noted here previously, team building positively impacts employee engagement and loyalty, jumpstarts employee morale, helps make new employees productive more quickly, and creates more effective teams.

But what if you are looking for a team building event to help you deal constructively with a major organizational change, such as a merger or the implementation of new technology? Needs assessment and program customization are the answer to creating an activity that will accomplish your specific goals.

What Exactly is a Needs Assessment?

At Best Corporate Events, our needs assessment is done on three levels. When a client first contacts us, one of our sales representatives will conduct the first-level assessment. Beyond the basic parameters of the event (number of attendees, location, time allotted, etc.), they will also ask about the client’s goals and objectives for the activity, and make recommendations if needed.

In addition, the sales professional will ask about customization and often make suggestions. For example, a client may be interested in arranging a Virtual Jeoparody or Virtual Trivia Blast game, while their company is in the midst of training employees for a new product introduction. In addition to the fun, general knowledge questions in the game, many clients are surprised and pleased to know we can help them craft 10 to 20 of their own company-specific questions.

Once an activity is locked in, a program manager will be assigned and will conduct a second-level assessment, asking deeper questions than the sales team. Finally, the facilitator who will actually be part of the event will ask a third, deepest level of questions around challenges the client may be dealing with and how the team building activity can address their specific issues and objectives.

One key question will be about how teams will be selected. Does the client want to specify which individuals will be on each team, or use an activity to randomize and “mix it up” so that employees are teamed with people they don’t normally work with closely?

Do they want an activity focused on fun competition, with first, second, and third place winners? Or is it a program for a large, highly competitive sales team, where the client wants an activity that will get those employees to think about when it’s best to collaborate, how to do so successfully, and how to learn from each other?

Another very important question is: What types of team building or training activities has the group done before? That leads into an additional series of questions such as: Have they had any experiences that didn’t work out well? If so, why? Were there any training activities or team building events that the client loved? If so, what was it about them that made the experience fantastic?

The answers enable us to either create a unique new workshop for the client, or to replicate a successful past experience for a new group of employees.

When Program Customization Makes Sense (And When it Doesn’t)

In some cases, a client knows pretty much exactly what they want. Perhaps they did a trivia game with their marketing department a few months ago, and loved it. Now they want to do the same type of program for their finance team.

Or they may have done a charitable Bike Build Donation® program last year that had a profound emotional impact on the participants. They may want to repeat the same program, but the company has a relationship with a military support organization, so they want to do a Build-a-Wheelchair® program instead this year.

In those types of situations, the assessment is completed quickly and there is little or no program customization involved. The client is familiar with team building programs and knows exactly what they want.

But more often, the assessment will reveal—or the client will know they have—a need for some level of customization.

Perhaps the company needs to bring together a group of new employees, either because of turnover or growth. Or the business is grappling with a major change, such as the implementation of new technology, developments in their industry, or a merger / acquisition situation. Perhaps employees have been through a challenging period, and the company simply wants to provide them with an opportunity to have fun and recharge.

In any situation where an enterprise is dealing with change or internal challenges, an in-depth assessment is extremely valuable.

One approach is to “start at the end.” What are the outcomes the client is looking for? If they imagine the activity is over, and it was very successful and the employees are walking away not only smiling but also more engaged, what were the factors that made it a success?

Helping clients to articulate their goals for the team building exercise—whether it’s improving collaboration and morale, bonding as a new team, dealing with team conflict or stress, problem solving, getting aligned with a new strategy or direction, or managing change—enables us to develop a workshop, activity, or training program that will be fun, productive, and successful.

The Three Levels of Program Customization

Although the degree of program customization is really a continuum from zero to “extensive,” it can be thought of on three basic levels.

The first level is essentially no customization. There may be some discussion during the assessment about issues such as how to organize the groups, but the program itself isn’t changed. Common examples would be where a client wants a program they’ve done before delivered to a new group, or where the objectives are simply fun competition with collaboration (which all of Best Corporate Events and SmartHunts team building programs deliver!).

The second level is minor customization. The most common examples here are adding some client company-specific questions or information to a trivia game or activity. At these events and programs like A Minute 2 Win It or Team Olympics, every team has a score at the end. You know who came in first, second, and third. Though the activity may be enhanced with some company-specific content, its structure remains the same.

The third level involves the most extensive customization. In professional development programs such as Competition to Collaboration®, the DiSC Profile Workshop, or Igniting Team Performance, success isn’t based on a winning score. It’s what the participants walk away with—the knowledge they have gained and the ideas they can apply in the workplace to improve collaboration and productivity—that really matters.

All of those types of programs help improve time management, meeting management, and communication skills. But they also offer greater opportunity for customization to meet other specific needs or goals for the client.

The Bottom Line Benefits of Needs Assessment and Program Customization

All of our team building programs deliver a common set of core benefits: they improve communication and collaboration, help build relationships, teach time management skills, and they are fun and engaging.

Through needs assessment and program customization, these team building and professional development programs can also be modified to meet specific objectives for clients, from something as simple as how to run more engaging Zoom meetings to managing change, engaging new employees, or combining teams.

And our facilitators use their experience not only to customize activities to meet specific needs, but also to constantly develop new team building and professional development programs to address the challenges our clients face. The best-performing companies conduct team building exercises on a regular basis; these new activities enable them to provide employees with fresh new experiences to continually build upon their success.

Leadership training isn’t just for leaders. If your organization is thinking about leadership training too narrowly, you could be missing out on big opportunities to improve communication, collaboration, and productivity across your enterprise.

Companies often view leadership training as something that’s helpful for new managers, as well as junior managers looking to advance within the organization. But it can actually be helpful for just about everyone in your organization.

That’s because leadership is more than just a title; it’s about how you act and react to people and situations. It’s about improving “people skills” as opposed to technical skills, answering questions such as: How do I communicate more effectively? How do I resolve unproductive conflict? How do I build relationships to help get things done?

Here are several reasons to look at leadership training more broadly.

Today’s Uncertain Labor Market

With record levels of employees voluntarily leaving companies as well as workers taking early retirement, companies are recognizing the need to improve their “bench strength” at every level.

It’s not only about preparing senior director-level talent to move into a VP or CxO role, but also about backfilling director spots, training managers to move into director roles, and preparing talented, ambitious individual contributors to make the move into management.

Leadership training can also help with retention. When employees see that their company is making an investment in them and helping prepare them to advance in their careers, it increases satisfaction, engagement, and loyalty.

The “Superstar” Problem

Quite often, the people who get promoted into management positions are those who are strong performers as individual contributors, whether in finance, marketing, operations, or another function.

This is particularly true of salespeople. The hope of management is that by promoting their top-performing sales person into a sales leadership role, they can replicate that strong performance.

But for many people, making the leap from being a strong individual performer to becoming an effective leader is challenging. That individual became very good at accounting, or sales, or whatever their role may have been, by honing their technical skills over many years. Leading others, however, requires a very different skillset.

The problem is that many companies don’t have the structure or training process in place to mentor the new mentor. So, new leaders are left on their own. That’s where leadership training comes in; pulling them out of the office gives them an opportunity to stop and think.

It starts with a behavioral assessment, asking the new leader to look in the mirror first, to be able to say, “This is what drives me in the workplace. This is how I communicate. This is how I interact with people.”

Then we ask them to flip the mirror and say, “Okay, these are the people whom I now work with. How do they behave in the workplace? How do they communicate? How do I interact with them?” Leading becomes less about the leader and more about the team they manage.

It’s Not About You

In making the move from individual contributor to leader, the employee needs to shift their focus from doing a task well to increasing the skills of others. It can be tempting for new leaders to keep “doing the work,” which leads to lack of focus, resentment from the team, and even burn out.

It’s challenging to go from managing one’s own to-do list to leading a team of people, each with their own task lists. An individual who may have been comfortable as an individual contributor in sales or accounting is now being pulled into more meetings, called upon to resolve conflicts, and asked to coach others.

They may know that having regular one-on-one meetings with their team members is part of their role, but they may not understand how to get the most out of these. Those individual conversations are more than just a status check—that can be done with email. They are opportunities to coach, to make sure employees are engaged, and to help them improve their direct or indirect job skills.

Leadership training helps managers to not only do the right things, but to do those things consistently well.

One Size Does Not Fit All

Any work team may include one person who is eager to get promoted; another who loves their role and never wants to get promoted; another who has young children at home and whose focus is therefore on work-life balance; and others, each with their own priorities.

Managing each of those people requires a somewhat different skillset or approach. Being an effective leader requires learning how to recognize and adjust to those different perspectives.

Individuals often under-perform or limit themselves because of obstacles they’ve unconsciously placed in their own way. It may be an attitude, a belief, or a shortcoming they are unaware of.

Leadership training helps managers help employees to recognize the limitations or hurdles they’ve placed in their own way, so they work to change those things. The employee often can’t articulate why they’re not performing; they can’t figure it out. Leaders need to understand different approaches they can try to help the employee see the answers that are right in front of them.

Managing Up, Down, and Across

It’s clear why new leaders and even experienced managers can benefit from leadership training, but what about that employee who loves being an individual contributor and isn’t interested in a promotion to management—how can leadership training benefit them?

First, it helps them learn to “manage up” more proficiently; to influence their boss so they can get what they need in order to be more productive in their job. The basis of leadership training is empathy and communication, which can improve outcomes when an employee is talking to their boss just as much as when the boss is coaching that employee.

Second, it helps people to “manage across” more effectively. A great deal of work today is done collaboratively. Employees rely on others, in their own department or other parts of the business, in order to accomplish goals. The ability to influence others is just as important when working with a peer who is not a direct report as it is when managing and coaching subordinates.

Third, it helps employees to better understand how their manager thinks, and why they do or say certain things. Developing the ability to understand that perspective helps employees to ask better questions when meeting with their manager, and to improve that working relationship.

Finally, most employees value increasing their skills, and appreciate their employer investing in them. This may mean direct skills like sales training or classes with CPE credits. It may mean learning indirectly helpful knowledge like presentation skills. Or it may mean enhancing their interpersonal relationship skills through leadership training.

Wrapping It Up – the Best Leadership Training Programs

Leadership training can benefit virtually every employee in an organization in some way. And it’s a wise investment for companies to make: it helps increase retention, develop bench strength, assist employees with the transition from being strong individual contributors to effective leaders, and help non-management employees better communicate up and across the organization.

Among the key skills employees develop through leadership training are communicating more effectively; resolving conflicts; coaching and developing others; goal setting and time management; strategic thinking; and relationship building.

Leadership and professional development programs offered by Best Corporate Events include:

Conflict Resolution Training

Managing conflict effectively can make the difference between a simple “bump in the road” or lost productivity and long-term animosity in the workplace. Participants learn strategies to engender a workplace culture better equipped to handle conflict.

DiSC Profile Workshop

Participants are introduced to the DiSC Model, a behavior assessment tool that helps professionals understand their own styles of behavior and communication, as well as those of their colleagues.

Learning how to manage these styles can help participants eliminate bad habits, minimize conflict, and improve the overall success of their team.

Manager’s Guide to Business Coaching

Constructive guidance and consistent coaching are critical responsibilities of all managers, but the best managers utilize proven coaching practices that can strengthen relationships, bolster trust, and reap the benefits of open and positive communication.

Emotional Intelligence Training

An Emotionally Intelligent company is one in which each member understands their Emotional Quotient (E.Q.) and how best to tap into it for professional growth. Applying E.I. within an organization can build trust and encourage open communication.

In short, as noted in the opening, leadership training isn’t just for leaders. Employees at all levels can benefit from learning how to productively influence others. These training programs are ultimately about helping your team members better understand each other by first learning more about themselves.

Welcome to the BEST blog, a collection of team building articles, industry insights and news about our large collection of programs and events offered in locations across North America.

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    Programs can be delivered anywhere in North America.

    We have been working on improving our website. If you experience any difficulties with our forms, please let us know at sales@bestcorporateevents.com.

      If you have immediate questions, please contact us at:

      Phone: 800.849.8326
      Email: Sales@BestCorporateEvents.com

      What is a Keynote Speaker?

      Keynote Speaker is an often-misunderstood term associated with simply a motivational speaker, breakout speaker, industry expert, etc. Most professional speakers are not actual trained Keynote Speakers, who are specialists, therefore in much lower supply, and in higher demand.

      Keynote Speakers are experienced, professional communicators who engage an audience, capturing the essence of a client’s meeting. They are able to highlight it to their audience while simultaneously delivering their own key concepts and proprietary content in an entertaining and impactful way. Most companies understand that this specialization is very much worth the time (around an hour) and the investment.

      In order to capture the perfect essence, a Keynote Speaker spends the necessary time researching a client’s industry, their issues, and their audience to craft a customized presentation into a unique and distinctive moment specifically for the client’s event.

      As a top Keynote Speaker, Tom Leu strategically uses compelling storytelling, humor, powerful visuals, audio and video clips, and audience participation elements to weave an impactful message into your event in a fun and memorable way. Tom can also pair his Keynote with Best Corporate Events programming, laying a foundation and setting a tone that best prepares participants for maximum engagement in the forthcoming team events that day.