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Why

To remind senior operations team how it feels to communicate and operate in a trust rich environment in order to lead a major change programme even more effectively.

How

We re-familiarised the team with the power of listening, feedback and diversity to underpin the delivery of a successful organizational change programme.

How

We re-familiarised the team with the power of listening, feedback and diversity to underpin the delivery of a successful organizational change programme.

What

After interviews with each Operational Board member and using our CCI-Q team performance tool we designed the 48-hour programme. We found a remote hotel above Lillehammer in Norway and taught the team to cross country ski. Using this as the vehicle to develop group rapport. We began by defining their team culture and stretched them to conduct some targeted conversations informed by their feedback in the design phase.

We then exercised the team in working on a series of creative problem-solving tasks in the snow and in indoors. These exercises were used to pull the lessons and learning that would form the nature of their individual and team objectives moving forward.

We drank whisky around a camp fire and built a snow holes to develop team cohesion. They defined their team objectives and summarised them into 5 deliberate practices which were loaded onto the FitToLead platform for ongoing application and focus.

ROI

The focus for this programme was a very high profile, international change project for which this team were accountable. To date, the project is on target and is delivering the planned benefits.

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