MarkHope, managing director of Coca-Cola’s Carpathian Region, reflects on thechallenges posed by an international team development event held in Austria andthe benefits it broughtCoca-Colawas looking to improve the communications of its team in the Carpathian Region,which is based at three centres in the Czech Republic, Slovak Republic andHungary. Asthe three offices all spoke different languages, it was important to make sureeveryone felt comfortable communicating in the common language of English. Coca-Colaalso wanted to reduce duplication of effort and encourage the same managementstyle, as well as sharing best practice and new modes of working.Impactwas therefore tasked with putting together an international teambuildingproject that was highly challenging, to force cooperation and communicationunder pressure, for the regional team of 70.Theproject had to emphasise decision-making and facilitate creativeproblem-solving against deadlines, while encouraging team members to makesignificant contributions and break down the language barriers.Impacttherefore designed a project that covered a large geographical area,facilitated close working under stress, allowed no room for passengers andincorporated physical, mental and IT challenges, using written and spokenEnglish skills.Thesolution incorporated the use of the Internet to give a new and different feelto the event. This medium was also chosen as it would help to create theimpression of uncertainty and rapid change that reflects the market thatCoca-Cola operates in, as well as recreating the feeling of working remotely,using and understanding the written word. “TheInternet has become an intrinsic part of everyday business life, particularlyfor international teams based in more than one location,” says Impactconsultant Andy Ligema. “We wanted the Coca-Cola team to use this mediumalongside the conventional approach so they could find out how it would helpthem in a teamworking situation.”Thefour-day course was split into two phases. The first communication that teammembers received was an email outlining skeletal details of phase one. Itinformed them of their colleagues for the event – a mix from the three offices– along with an outline of the first challenge: to travel as a group to amystery location near Salzburg.Theteambuilding had already begun as members had to contact each other to arrangea place to meet. Toget further details of the location, they had to log on to a website designedspecifically for the event. From there, they could gather the information theyneeded to progress to the next stage.Thetasks combined fun activities with business-related assignments, such as winninga contract to install a Coca-Cola machine in a bar or producing a design for aT-shirt. Wheneach activity had been accomplished, the teams had to communicate the resultsto Impact adjudicators via a special email address.Theteams soon learnt that their first answer was taken as their final answer. Itwas therefore more profitable to get everyone’s input to ensure all teammembers were happy with the final solution. This was meant to reflect businesslife, where colleagues should be consulted on a decision. Ona practical level, this meant that team members either had to hook up their ITequipment or find an Internet café to send in their report. The team could thenreceive further details concerning the phase one destination.Thisphase of the event was competitively framed, with groups earning rewards orpenalties according to relative performance on the tasks and time of arrival atthe destination.Theteams enjoyed a last good lunch in a luxury hotel before heading to thelakeshore for phase two. This was the physical part, where teamworking would betested to the limit as people got tired and stressed.Afteradjudication of phase one, each team was permitted to purchase equipment,depending on performance, to help with the next stage – after they had rowedacross the lake in fishing boats!Theteams then had to climb to a forested mountainous area where they were taskedto build shelters using equipment they had “purchased” earlier in the day andany natural materials they could find. Thechallenge was to cook as a team and survive the winter night in good conditionand good morale to be able to face the physically demanding day to follow. Theatmosphere was fantastic, with storytelling and singing well into the night.Thefollowing morning, the teams were faced with a scaled objective of gaining one,two or three Alpine peaks according to performance ability.Atthe end of this final day, the most physically demanding of the four-dayproject, they congregated at an alpine barn for a bonfire, a mug of gluwein, abarbecue and live entertainment. The complete team of 70 slept in the hayloftof the alpine hut. A fall of fresh snow by the morning provided a scenic grandfinale, with breathtaking views of the Dachstein mountains.Sothey all had a great time, but did it work?TheCoca-Cola Carpathian Region management were delighted with the event and feltit had achieved the objectives while allowing a fun element and had reallystretched the team. The combination oftraditional teambuilding techniques with new technology was a real hit.Guideto successful international teamsTeammembers need to:1 – Have a shared vision of success2 – Understand the expectations of all stakeholders3 – Have clear goals and milestones4 – Be committed to the team and its goals5 – Have shared values, a common working practice and a clear strategy6 – Accept and embrace diversity of character and skills7 – Regularly review performance with a view to continuous improvement8 – Communicate openly and give and receive constructive feedback9 – Be open about thoughts and feelings10 – Have fun together InternationalTeam Development EventDesigned and delivered by: Impact Development Training Group, Cragwood House,Windermere, Cumbria LA23 1LQ, Tel: 015394 88333; Fax: 015394 42145, www.impact-dtg.com;e-mail: [email protected] Climb every mountainOn 1 Mar 2001 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.
4A Hubway bike station provides green transportation on the Harvard Medical School campus. It is one of 12 Harvard-sponsored stations in Cambridge and Boston. The University provides a Hubway membership discount to students and staff, and offers a bike expense reimbursement to employees who commute by bicycle. 8A natural gas-fired turbine in Harvard’s Blackstone Steam Plant is part of an expanded combined heat and power system that efficiently generates 7.5 megawatts of electricity. The heat created in the process is reused to provide steam heat to the campus, significantly reducing the plant’s greenhouse gas emissions. 7Alex Hem ’16, who works with the Undergraduate Resource Efficiency Program, talks with Jose “Memo” Guillermo Cedeño Laurent, a researcher at the Harvard T.H. Chan School of Public Health, outside the newly renovated McKinlock Hall at Leverett House. Hem participated in a “living laboratory” study led by Laurent, who won two Climate Change Solutions Fund grants at Harvard. This study monitors students’ wellness, sleep, and fitness habits. “We want to understand how buildings can enable our students not only to be the most accomplished, but also to be as healthy and happy as they can be,” says Laurent. 1Standing on the roof of Batten Hall, Julia Musso, the energy and sustainability coordinator for Harvard Business School, shows an array of 113kW solar panels that provide energy for the HBS campus. The University has installed more than 1MW of solar panels on rooftops across its Cambridge and Boston campuses. 2William Veguilla (left), a research assistant, and Li Qiong Chan (right), operation director of the DNA Resource Core at Harvard Medical School, work with TetraScience equipment connected to ultra-low-temperature freezers at HMS. The devices, developed by a team that included Harvard students and supported by a student sustainability grant, were developed to help researchers monitor and reduce energy using wireless technology. In the background is research assistant Alexander Reynolds. 6Inside the great staircase in the Barker Center, Bradley Craig, a student in the Graduate School of Arts and Sciences, marvels at the antler chandelier that was donated by President Theodore Roosevelt and recently upgraded with LED bulbs. The energy-efficient bulbs are being installed throughout the University’s buildings, including the Harvard Art Museums and Widener Library, as part of Harvard’s focus on improving energy efficiency and reducing greenhouse gas emissions. The impact of climate change and sustainability touches almost every part of life. Universities such as Harvard are well positioned to act on some of these environmental challenges, not only on Earth Day but every day, both through multidisciplinary research and teaching and by translating the findings of that research into practice.Harvard students, faculty, and staff are exploring the ideas and discoveries that will help to move the world away from fossil fuels and build a healthier, more sustainable future. The solutions generated across the University’s Schools and departments not only reduce pollution, save money, and increase energy efficiency, but they also give students the tools to address these global challenges wherever their lives may lead.“Living green and learning about the impact we have in our environment has been an essential part of my education at Harvard,” said Matheus Fernandes ’15, a doctoral student at the Harvard John A. Paulson School of Engineering and Applied Sciences. “I believe the challenge of sustainable living is different than any other challenges we face in modern society. It requires a joint community effort and brings together people from many different backgrounds to achieve a common goal of unquestionable importance.” 9John Carroll, horticulturist, and Kieran Clyne, operations supervisor for landscape and recycling, analyze soil samples in the organic landscaping indoor “lab” at 156 Western Ave., Allston. The new lab will be used to test and optimize the “compost teas” that are part of the University’s internationally recognized organic landscaping program. 12Tom Tribble, senior facilities manager at the Faculty of Arts and Sciences, explains how a device he designed helps reduce airflow in the Northwest Laboratory building, dramatically curbing energy use. The metal disk, which is manufactured at a campus machine shop, allows Tribble’s team to reduce airflow without replacing the building’s air conditioning system. Harvard’s facilities leaders and building managers are working behind the scenes to optimize building energy systems and performance to improve efficiency and reduce greenhouse gas emissions. 5Memorial Church’s property operations assistant, Jim Barbas, maintains historic chandeliers that were recently outfitted with long-lasting, energy-efficient LED light bulbs in the narthex entrance in Harvard Yard. 10Matheus Fernandes ’15 tests out green chairs and furniture inside Peabody Terrace. These chairs, used by Harvard University Housing, feature chemical flame retardant-free materials. In 2015, Harvard became the first university to sign a national pledge stating a preference for purchasing furniture manufactured without the use of toxic flame retardants. Peabody Terrace was the first project of its size to implement the new pledge on campus. 11Kieran Clyne, operations supervisor for landscape and recycling, and Franco Camporesi, volunteer and Allston resident, repair a donated table at the Harvard Recycling and Surplus Center at 156 Western Ave., Allston. The University prioritizes the reuse of furniture and other materials through donations to more than 200 local organizations, “freecycle” events, and by distributing surplus furniture and equipment to the community at the Recycling and Surplus Center. 3Susan Andrade uses the electric car charging stations in the new parking garage on the HMS campus. There are more than 25 electric vehicle charging stations located across Harvard’s Cambridge and Boston campuses.
The Ghana Football Association has cancelled next month’s international friendly against the Harambee Stars of Kenya.The Black Stars, who are scheduled to take on Sudan in a June 7 World Cup qualifier-had planned to use the friendly match against Kenya as part of their preparations.But the change in date of the qualifier has altered the plans of Ghana coach Kwasi Appiah.“The proposed friendly between our team and Ghana has been called off,” said John Karioko, spokesperson of the Kenyan Football Federation.“According to the Ghana FA, their coach says he will not be able to have his players in camp early enough as he had arranged.“The world cup between Ghana and Sudan has been pushed forward to a later date so the coach says he will not be to assemble the players before the game.” The Black Stars will now regroup on May 30 before flying over to Nairobi for the training tour before the double-header World Cup qualifier against Sudan and June.