Team4Teams has no residential locations of its own. Our supervisors live across the country, including Overijssel and Gelderland, and accompany your team at the accommodation location of your choice. 

We recommend good venues to you to suit your budget.

• Here you will find team training locations in and around Twente.

In-company, scouting location or sports club with a food truck is of course also possible.

What we need is a spacious hall or a grassy field located in the lee.

In the case of an online team activity, it is preferable for each to participate from his or her own computer at home.

Our working method for team training in Twente

We see team training primarily as a process. An engaging team exercise and also a substantive contribution are not the goal but a means. The team and its development are central.

This can be done live in a group on location and just as well partly/hybridly online.

The assignments are substantive, attractive and fun to do. We choose them with care: what does this team need right now to move forward? What is going on, what does the team want to work on, what does the team want to explore? Confidence? Leadership? Overcoming contradictions? Cooperation? Creativity? Perseverance? Dealing with diversity?

The strength of the programmes lies in the positive experiences and reflections. There is also always a translation to the work situation. What do participants resolve to do with the day's experiences?

Once the team starts working after the team day, we speak of 'embedding'. With embedding, the team day has a long-term effect! We can support this process, ask us about the possibilities.

Yes. In our programmes, it is paramount that everyone can participate. Everyone is a member of the team and thus gets a role. So this also applies to colleagues with disabilities, whichever they are.

In case you opt for team building, there are

• physical team exercises possible for teams that want to expend their energy (in competition)
• strategic team exercises, where physical conditions do not play a role, but where the emphasis is on creativity, out-of-the-box thinking and leadership, for example.
• solid team exercises for practical no-nonsense teams
• and team exercises for office teams not used to doing much exercise.

Consultation in advance allows us to tailor well to the group.

Subcontractors contribute

We advise an organisation to define 'the team' as broadly as possible. These are our considerations:

• It is not only permanent employees who can contribute positively to team growth. Self-employed and casual workers also often contribute positively unseen. Seeing, appreciating and rewarding this brings great rewards!
• A team makes history with a team training session. But the real work takes place afterwards when all the good intentions have to become reality. It helps if temporary employees are also willing to carry this along. 
• Sometimes it is precisely the cooperation between teams that is a bottleneck. We like to think along how a team day in which departments participate mixed gives added value. We have good examples of this!

Managers are also team members

A broad definition naturally includes executives, a manager (of several teams) and a director. Optimal cooperation requires contributions from everyone. Thus, together, you also give weight to the intended goals and focus on cooperation.

The positive experience of a team day thus radiates to colleagues who are not part of the core team but are important. Cooperation goes better after a day in which content has been re-aligned and team members make history together.

All our tutors are college or university graduates

• Our instructors are young and enthusiastic, they guide 3-hour team-building programmes. Having fun with team building activities is the goal.
• Skilled team trainers in addition to engaging team activities, focus on the group process and learning communication skills. The team is central to this, the exercises are an aid. Team trainers are deployed from 4 hours.
• Experienced team coaches go through a process with a team. They make knots in the cooperation visible and open for discussion. Stuck patterns come up with a team coach and the team adjusts them itself, releasing new energy. A team coach is a perfect choice whenever a team wishes to embark on a growth process. A well-run team becomes a well-run team in a step-by-step process.

Instructors are the best choice for short team programmes and are also top for low-skilled groups. Having fun working together will be key.

Team trainers are the best choice for MBO and college-educated teams.

Team coaches are the right choice for executive teams, managers, executives and team leaders and in teams in dire straits. 

Team4Teams provides team programmes to enhance cooperation in and between teams, horizontally and vertically. Online, outside and inside. Coaches support - step by step - a growth process towards better cooperation. Literally: team-building. Having fun in our activities is also an important feature, positivity and the Scale of Cooperation as roadmap help make change a reality.

Team assignments reveal how a team functions under optimal conditions. Discussions about this naturally contribute to team growth. The more often you return to it at work, the more effective the team training will be, our contact person for the group is guided in this.

Team training Twente

• day activities who also contribute content in the cooperation, participants are challenged to work with it.

And sometimes a team is in dire straits, there is too much pressure to be challenged (playfully and substantively). You will recognise these groups because they are 'don't have time for this nonsense', or by irritation: 'Who says we don't work well together?'

Focus on cooperation

• in a cooperative team is precisely a lot of focus on cooperation because everyone knows that focusing on cooperation makes all the difference.
• by contrast, in a discontinuing team the need for attention to cooperation is denied, or stated non-committally: 'we need to work better together', everyone nods 'yes', but no action is forthcoming.
• in a struggling team irritation is over raising the issue of cooperation. 'No time for that!' There is also hidden fear. Everyone makes mistakes (including in guiding this team) but no one wants their mistakes to be visible. Which seriously delays a learning effect, fails to materialise or turns into accusations to each other becomes visible. While it is in these teams that the greatest learning effect can be achieved.

Day activities and pathways

In a team in dire straits, there is 'something in the way', a deficit or lack. We usually start with resistances in the group in a first session. We then guide a team to make results visible several activities at a time. And start with (individual) conversations in which the question 'what do you need for good functioning in this organisation?' is central.

• At a route we see the most team growth.
• The follow-up activities 'securing' the new team spirit.

(Re)finding the human touch, addressing each other effectively, being able to come to each other (even when you have made a mistake), feeling like a real team, is the ultimate goal of our support. We can let go of a team again when it returns independently continues to increase.

The return on this is so great that our costs are dwarfed by it. Return on investment through more fun at work (less absenteeism, departure of good employees and more attachment to the organisation, faster decision-making, more creative input, open culture, smooth change processes).