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1 September 2007
Taking the team on the road
Another opportunity for the boss
By Terry Riley
Remember when airplanes were less crowded and when being a frequent flyer
had real perks? I do. And when I think back to those good ol’ days, one
event pops to mind.
I was on a business trip with my boss. (I’ll call him Art.) While we were
waiting to board our flight to attend a company sponsored team-building
session, Art was complaining about how the employees he oversaw (including
me) lacked any esprit de corps and that team-building training may
be just what the doctor (including me) ordered.
Shortly after we boarded the plane, a flight attendant appeared and,
because I was a frequent flyer of that airline, offered to move me to the
first-class cabin. I looked at Art, recalled his recent complaint about
the lack of camaraderie, considered the effect on my career that
abandoning him for an upgrade would have, then said, “No, thank you. I’ll
stay here.”
The flight attendant then turned to Art and repeated the offer. Without
hesitation he said, “Sure. Let’s go!”
Now don’t get me wrong. I was happy to see him leave. Nevertheless it
rubbed me the wrong way that he would prefer a slightly more comfy seat, a
free drink and a conversation with a stranger rather kibitz with me. So
much for esprit de corps.
I recently recounted this story to a colleague, who I should note wouldn’t
abandon me for a beer.
Dr. Tom Butz, a clinical
and organizational-development psychologist, is a colleague and no
stranger to the challenges of getting groups to operate as teams. When I
asked him for some suggestions on how to use travel as a team-building
opportunity, he offered this advice to bosses traveling with their staffs.
Exhibit equality
Don’t expect your staff to feel part of a team if they travel in
lesser style than you. Plan to fly in the same compartment, take the same
public transportation, stay in the same hotel with your staff. It matters
less what level of service you are receiving than it does that you are all
in it together. And don’t just hang out with your pet employees. Mix it up
with staff members you interact with less frequently as well.
Display your human side
“The number one team-building device that leaders possess,” according
to Butz, “is to open up to show their human sides.” The experiences you
share with your staff outside of the working environment, such as happen
during your time in transit, are perhaps more important to building a
sense of camaraderie than those where corporate rules limit the
opportunity to display your personality.
Gather feedback
Extended periods of time together afford you a chance to collect
information about what’s really going on in the trenches. Butz suggests
asking open-ended questions such as, “Tell me, off the record, what is
happening among the staff that I’m not seeing.” This is not only an
excellent way to get unfiltered information, but it gives the person being
queried a feeling of contributing to organizational improvement.
Challenge your staff
Employees are always looking for a chance to shine in front of their
bosses. Traveling together can provide just that opportunity. For
instance, instead of making a client presentation yourself, assign it to
one or more of your staff. Make sure that time and resources are available
to prepare a first-rate presentation and that they are coached and
practiced enough to be confident and persuasive. Then turn them loose and
watch them fly.
Summarize, recognize and celebrate
When returning from a trip with your staff, take the time to hold a
debriefing session. Get all the members to contribute their thoughts on
what went well and what could have been done better. End the session by
recognizing the special talents and skills that each member brought to the
effort and celebrate whatever accomplishments were attained during the
trip.
With a little forethought, traveling with your staff can be a real
opportunity for you and for them to build tighter bonds.
Oh, and my trip to the team-building session with Art? Well, instead of
hanging with the rest of us, he spent much of his time responding to
emails and schmoozing with other company executives. Not surprisingly, his
corps still has little esprit.
This article originally
appeared in Executive Travel magazine
© 2007 Applied Psychology
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