Large Group Corporate Team Building

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Mike Cardus developed an off-site team building retreat for a state-wide company. The group consisted of 117 people from Buffalo, Syracuse, Albany and New York City, New York. Existing work teams were undergoing restructuring.

The changes taking place within the organization had resulted in less communication and collaboration. Team members were suffering from a decrease in trust both of leadership and of each other; the company was suffering from a decline in customer satisfaction.

The Team building program was to serve as an opportunity for the team members to discuss and gain clarity about their roles, as well as to build steps to improve the One Team feeling and communication/collaboration amongst departments. An increase in staff retention and sales levels was desired.

Outcomes:
  • Continue the development of talented leaders, having them transparently discuss the mission, goals and the future of the organization as they saw it.
  • Allow for people to get to know and learn from each other in an enjoyable environment; provide a greater sense of comfort and ability to handle growth and change at all levels of the organization.
  • Increased inter- and intra-department communication.
  • Develop an enhanced accountability within all departments and locations to operate in the best interest of their customers, themselves, their team, and the organization.
  • Develop action plans for increased team member collaboration on projects.
• • •

Program Methodology

Mike Cardus led six hours of team development, cooperation, and communication-based initiatives. We facilitated the teams through initiatives and reflections on:

  • Improving trust
  • Communication and collaboration within the team
  • Completing the program with action lists and items that could be used to implement the learning and ideas gained from the program
  • Problem-solving and brainstorming were also used, with a focus on what was needed for success and how to use their internal resources better.

The focal point was on the individuals within the team openly discussing their perspectives on issues, allowing the team to have a greater understanding of all the individual perspectives. They were thus creating the ground for instituting the best options for success.

• • •

Outcomes

Following the program, the organization created a “Best Practices Across Departments” team, to categorize, organize, and share best practices and learning from failures.

Each department left the program with a step-by-step action plan for enhanced collaboration on team projects including the following steps:
Purpose
Vision
Inventory
Goals
Action Steps
Resources
Communication
Execution
Followup
Team morale improved.