Team building   Government 

Four to eight hours of experiential learning about what it takes to be a good team together. That is the purpose of Team Building with Reflection. While maintaining depth, exploring decisiveness.

The tasks seem simple, until the group starts working on them. Then it turns out that success only comes from concerted cooperation. Like clockwork, the participants start talking about this.

The assignments challenge, allowing the group to get to know each other faster, differently and better. This creates a fun inviting atmosphere. And each new assignment gives a new perspective. As complex as work at a government agency can be, so too do we use team assignments to make a difference.

Team building for government: you won't be out of the loop on that for a while. 

Communicating with style is the goal of this team programme.

In a team, different communication styles are needed to achieve solutions and results flexibly and creatively. This is no different in government.

In this practical, behaviour-based one-day training course, you will get to the heart of the matter. No one 'is' a style, you use a preferred style to achieve goals. To gain an insight, to reflect. A style is used to enable innovation or secure results. You gain insight into the focus of your colleagues and learn how to coordinate with each other optimally. Relationships are strengthened, qualities become visible, understanding develops and you seek each other out more easily.

By far our highest rated training course. Also available in three separate half-day sessions.

Learning to address each other in a light, breezy way is the aim of this training. And sometimes there are barriers to arriving at feedback that meets the learning needs of a colleague. Some people make no secret of their heart, but can a colleague receive it (learning), how reciprocal is it, or does someone put up resistance? Another walks around with something for too long, making the threshold for bringing it light and airy higher. Again, can the other person receive it?

In this one-day training, we talk about criticism, hints and feedback. About addressing each other in such a way that the other person is happy with your thoughts. We see criticism as one-way traffic, a hint as non-committal. It's fine to give a hint, as long as you don't expect anything from it. Do you want a colleague to pick up on it too? Then give feedback. Feedback is always mutual: and in the agreement 'who does what' together–working.

In a rapidly changing environment, driven by the delusion of the day, feedback also becomes a tool to quickly accommodate a change. 

What can I do and what does the other person do? How do we connect in a way that ensures success?

Towards an organisation where team growth becomes natural.

Working together under pressure is our most substantive programme.

This programme gives good results where it is deployed both vertically and horizontally in an organisational structure to support good cooperation between teams and the management team. In order to better align departments. Sometimes its importance is underestimated and the pressure easily increases further.

The programme consists of short moments over several months. The team examines (and appreciates) what works in cooperation and picks up (with guidance) what needs improvement.

For teams in dire straits, we recommend an individual meeting first. This allows our team coaches to tune in to what is going on underwater.