move the room with energizers
Tools to inject energy into the process, get people moving, and have fun.
This tool guides your team through the process of writing a remote working charter, defining the guidelines and behaviour expected of people working at a distance. Team members reflect on their own remote working experiences and use that insight to create a shared charter for the group / organisation.
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Developing a strong remote working culture is crucially important and becoming increasingly essential in any modern networked business.
Of course it requires a different way of working. Remote workers are often in very different physical locations, with different working patterns (that fit around the rest of their lives), and different needs. Very few companies will operate as fully remote, and in our experience a strong remote working culture can inspire better and more effective face-to-face culture.
It goes without saying that this workshop can be conducted remotely. Use a tool like Mural to do this.
The first step is to reflect on members own remote working experience. Ask them to spend 5-10 minutes thinking back on their experiences of remote working.
Members should make notes. When they are done, ask them to briefly share their reflections in pairs.
Based on their reflections around what has worked and what has not, ask members to come up with their own essential principles for remote working.
Each person should write no less than 5 and no more than 10 principles. With a maximum of 5 words for each one.
When everyone has finished, share them in a space where everyone can see.
Next: simple technique to decide which principles to take forward. It's called the heat map.
Give everyone a pack of dots (digital dots are good too!). Ask them to place 1 dot on the principles that they like, and 2-3 dots on the principles that they really love.
When everyone has placed their dots, step back and see where the heat is. It is usually clear which principles should be used and which should be removed. Spend some time discussing the results of the heat map.
If it's not clear, you can assign someone the role of the Decider. They get 5-10 large dots to place on the principles, taking into account the discussions and the heat map. The dots that the Decider places are binding.
Those are the principles that you'll use to draft the charter.
Writing up the charter as a collaborative group process would take a long time. To expedite the process assign one person to draft it.
They should create a collaborative document (like a Google Doc) so the rest of the team can comment and amend.
Set a strict deadline for the completion of the charter. Once it's ready you can start to implement it as a team.
The charter should evolve over time. Pilot your charter draft for a set amount of time. Spend 5 minutes at the end of online meetings reflecting on how effectively the team embodied the principles. After your fixed period, bring the team together for a more in-depth reflection. Make updates based on the team's reflection.
IDOARRT is a simple tool to support you to lead an effective meeting or group process by setting out clear purpose, structure and goals at the very beginning. It aims to enable all participants to understand every aspect of the meeting or process, which creates the security of a common ground to start from. The acronym stands for Intention, Desired Outcome, Agenda, Rules, Roles and Responsibilities and Time.
A short activity to run early in a program, focused on sharing fears, anxieties and uncertainties related to the program theme. The purpose is to create openness within a group. The stinky fish is a metaphor for "that thing that you carry around but don’t like to talk about; but the longer you hide it, the stinkier it gets." By putting stinky fish (fears and anxieties) on the table, participants begin to relate to each other, become more comfortable sharing, and identify a clear area for development and learning.
A team-building activity in which a group is challenged to physically support one another in an endeavor to move from one end of a space to another. It requires working together creatively and strategically in order to solve a practical, physical problem. It tends to emphasize group communication, cooperation, leadership and membership, patience and problem-solving.
When remote work plans are put in place they tend to focus primarily on the technical side of supporting individuals. However, we believe an equally important part of working remotely is redesigning all those in-person interactions for a greater digital experience. Based on our capability of designing many remote experiences and training over 10,000 remote leaders, we have selected some of our top tips and tools, for successful online collaboration and facilitation. We have created the Remote Toolbox: Solo + Team Online Collaboration and we will continue to add tools to this toolbox so please come back and visit regularly.
The purpose of this simple exercise is to demonstrate three key principles useful for creativity and idea generation: quantity is a condition for quality; building on the ideas of others; the ideas we come up with are usually all the same. The format is simple, with small groups standing and drawing apples. At the end of the exercise the whole group reflects and draws out learnings and reflections.
This workshop aims to help participants define, decide and achieve their goals. By supporting participants to envision where they want to be in a number of years on a holistic level, and defining the steps that will take them there, participants get a clearer picture of the action they need to take.