In light of the recent financial limitations, now is a good time to reappraise the value of team building and training activities. Too often, companies invest in rewards and development when times are good. But tough times are when a morale boost is needed the most.

It's no longer valid to run team-building activities like a household chore that everyone would rather avoid but feels has to be done. Nor is it acceptable to throw money at activities which provide fleeting enjoyment but bring no long-term business benefits. If followed through properly, getting out of the office can reward staff, improve retention and even encourage recruitment.

The key is to ensure that the programme is exciting, engaging and infused with key messages tailored to the particular business. Removing a group from the office can provide a much-needed break from the workplace. It eliminates distractions and forces people to get to know their team. Crucially it takes people out of their comfort zone.

 

Putting people in a completely new environment and presenting them with unfamiliar challenges immediately helps them to break free of the habitual thinking that might hamper their daily work. In addition, when people are enjoying themselves, they are more open to learning and taking messages on board.

However, before stepping outside, establish some clear objectives. You'd be amazed how many companies steam ahead with plans for an out-of-office exercise without stopping to consider exactly why they are doing it. How will you achieve anything if you don't even know what you’re trying to achieve?

By working with a good training company, you can get a sense of what's achievable and let them develop a programme that meets those criteria. The next step is to agree upon an activity that both meets the company budget and suits the group. If you're considering an extreme weekend survival course, remember that skinning wild animals on a Welsh hillside is not for everyone. And in any case, if it exceeds the predetermined budget, it's out of the question.

Creativity on the part of the organiser is crucial but never overlook logistics. Attention to detail can make or break a group event. How do you access the toilets at the site? How will you involve each of the 100 people in attendance? And what about a contingency plan? Whether it's transport problems, illness or heavy snowfall - you may have to adapt quickly.

During the event itself, there's sometimes uncertainty about who gets involved. I always recommend that senior staff – be they managers, directors or chief executives – take an active role. Far from looking silly, managers will gain respect from employees. Once respect is established, trust will follow and this inevitably leads to better joint working practices.

 

Afterwards, depending on the primary aims of the teambuilding programme, a business might regroup with the participants and talk through what they learned and how it translates to the workplace. At other times, the lessons are obvious. What we've found is that if the experience was unique and engaging, it will be memorable. It will be talked about for weeks, or even months.

A common theme for example, is lack of understanding within teams or between different teams, which can cause jealousy, personality clashes, general animosity and a breakdown of communication. The right event will force them to integrate with each other, understand their differing roles and responsibilities and communicate.

Two colleagues who hadn't connected before will later strike up conversation around what they did on the day. There's also a social element in coming together and learning more about each other's lives, and therefore why they might behave in a certain way at work.

There is nothing better than seeing a team or group of people achieve a task or challenge which at the beginning seemed impossible. Getting out of the office doesn't need to be a mission - with teamwork, communication, skill, determination and dedication, anything is possible.