Our congratulations to KATE HICKEY who has won our competition with WeddingsOnline for Laser Clay Shooting at her wedding reception. We look forward to meeting Kate and guests on the day.
Our congratulations to KATE HICKEY who has won our competition with WeddingsOnline for Laser Clay Shooting at her wedding reception. We look forward to meeting Kate and guests on the day.
We are giving you the chance to WIN 10 FREE places for LASER COMBAT in Bandon, Co Cork at our 100 acre woodland site.
This prize is perfect for…
Exciting adventure for over 2.5 hours, as you crawl along trenches, storm buildings through the village and steal the enemy’s flag. for adults only.
To be in with a chance of winning, all you have to do is
with your name, company (if applicable), telephone number.
2. Correctly answer this question
What is traditionally pulled, with someone else, at the Christmas dinner table and has a small gift inside?
A) Cracker B) Turkey C) Hair
Winner to be informed by email/phone
Ts and Cs apply
Team conflict is not an inevitable occurrence, but it is quite common whenever people end up working together. What causes conflicts at work? There are a variety of sources, and each has a way that should and should not be addressed. It’s important to recognise the source of any conflict in order to deal with it properly.
WHAT CAUSES CONFLICTS?
In general, all conflicts stem from one or more people perceiving the actions of another as hurtful, incorrect, wrong, or unhelpful. People who are involved in a workplace conflict with one another cannot see things from the other’s point of view; therefore, they feel as though they have been wronged and that the other is responsible for fixing that wrong.
This sort of issue can arise from almost any situation as all that’s needed is a difference of opinions. Many conflicts in the workplace come about from similar occurrences. Here are a few of the most common reasons for team conflicts.
A little bit of competition might help the team work well together, but it can also increase friction between team members. Conflicts can arise from all different types of competition. Whether employees have conflicting interests that make them compete for different goals from the team’s goal, there are conflicts over limited resources needed for different jobs, or if team members want their own individual recognition instead of team recognition, conflicts may arise.
Someone who naturally has their own habits and behaviors at work will normally be opposed to another team member coming in and messing up those behaviors with their own different ways of working. This happens more commonly with new teams, as members get used to working with one another.
If at any point a member of the team starts to act in a manner that’s inconsistent with normal team behaviors and expected actions, conflicts can come about between members. Over time this sort of conflict can quickly spread around to encompass the whole team, so if this is the source of your own team’s conflict you will need to address it quickly.
It can happen that a team member does not contribute equally, gives consistently bad work, or generally is unmotivated about getting anything done properly. In this instance it is easy for others to become frustrated at that person and conflict can arise.
Teams that don’t have clearly defined goals will often find themselves fighting about what exactly they are trying to accomplish. It is up to management and leading figures to make sure goals are laid out in a way that all members of the team can understand.
Another vague working scenario that can cause problems is when team members have different ideas about how the goal should be reached. This sort of ambiguity about what should be done that comes about when clear actions are not laid out is a very frequent source of conflict in many working teams.
Lack of individual and team accountability can make any of the above listed issues worse and can escalate any situation that may not have caused conflict into a full-on team conflict.
While team leaders and managers cannot fully avoid conflict, it’s important to learn how to help your team get through instances of conflict before the team is torn apart and rendered use less. Learn how to recognise the source of the conflict and respond to it before it gets out of hand.
Talk to Darren Priest on 023 8843998
Darren Priest is an experienced Coach, Facilitator and Trainer. Darren’s coaching approach is evidence based and informed by his Certificate in Coaching Psychology and his Masters in Career Coaching (University of East London). This knowledge and experience allows Darren to adapt his coaching style and approaches to meet the needs of each individual client and to support them in realising their true potential. He delivered training in diverse and sometimes challenging environments, from team building for an embassy in Beirut to business training for NGO staff in a fish farm project in Bangladesh.
Darren is a licensed trainer of the Team Management System tools( TMSWORLDWIDE)
The Team Management Profile is a unique management and team development tool that gives you more perspectives on individual performance, high energy teamworking and organisational culture. It offers personal feedback based on extensive research with and for managers into what creates personal success and high performance teamworking.
A rigorously validated questionnaire is analysed by special software to provide a 4,500 word customised report, available in major European languages. This helps you to achieve results for yourself and those you work with.]
RELEVANT – A system developed with and for leaders and their teams
RELIABLE – A researched framework of high energy working
FOCUSED – Helps individuals and teams to maximise their potential
POSITIVE – About strengths, mutual respect and constructive relationships
RESEARCHED – Over 25 years of ongoing validated research into what makes high performing teams
MEMORABLE – Easy-to-use language and powerful visual models
PROVEN – The instrument of choice for leading organisations worldwide
FLEXIBLE – For individuals and teams, for use on its own or within your toolkit
MEASURABLE – Maximises performance to bring real business benefits
ONGOING – A foundation for long-term sustainable development
“We are having more meetings than before. We told everyone about the meeting colours and what they meant. We have so far had one green meeting and one yellow meeting. Reading the Profile highlighted to me what a Thruster-Organiser I am in terms of decision-making. I realised that I usually have a fixed idea of how I like things to be and I base my decisions upon them. Moreover, I realised that I am a quick decision maker. As a result of the session, we got to know and understand each other and we know how to get the best out of everyone.”Australian Embassy in Beirut
Career transition can be a scary time and often involves stages of loss that are akin to the grief process. Having an understanding of what to expect and that you are not unusual in feeling that way is a powerful way to develop the resilience needed to see this transition through successfully. We couple this with a Solutions Focused approach to career coaching in order to support participants towards their next step. In such difficult times it is important to be appreciative of the resources you have to hand, what works well for you, the skills and experience you transfer with you and most importantly what intrinsically motivates you in the work you did that you wish to build on in the next stage of your career.
Duration: one day +
Participant numbers: 4+
This programme will support you in transforming a biographical and historical record of your employment into an appealing sales document that has immediate impact. You will gain an understanding, and take ownership of, the experience, skills and strengths you bring to your employer. We will look at tailoring your CV to the job you desire and how to make impact through the words you use and the format you present in, including a CV online and business social media.
There is no one right way to create a CV/resume, and as many opinions as people you ask. This evidence based programme will equip you with the ideas and information you need to craft the best CV for the job.
Duration: one day
Participant numbers 8 – 14
Promising to make interviews a fun experience may a promise too far for many. We can say that this programme will put fun into preparing for interview and help you make the next interview the most positive experience possible. Wherever you are in your career journey, interviews can be daunting. We will help you prepare, the key to success, through identifying your competencies, skills and strengths and then practising and honing how you put these across. Writing them down is crucial, and so is saying them out loud. That is why we have professional actors, career coach and experienced senior HR professional that can help make this experience as authentic as possible. The good news is the more ‘real’ interviews you have, the better you become. We aim to put you in the position where you’re ready to get that job.
Duration: one day
Participants numbers: 8 – 14
Having an understanding of the changing nature of work and careers can equip you for the inevitable changes in your work life. Some see careers as a path or journey, others might talk of constructing or crafting their career, yet others view their career as a narrative – their story. These common sense approaches and metaphors mirror the research and science behind career theory. Both come from the shared experiences of many. So we put together in this programme some theory and lots of application so that you greater equipped to deal with the transitions, both chosen and forced, that will come about in your career life. This will allow you to have greater control and make informed choices about the next leg of your journey, the stage in your build or the chapters to come in your story.
Duration: one day
Participant numbers: 8 – 14
Darren Priest is our Career Coach. His coaching approach is evidence based and informed by his Certificate in Coaching Psychology and his Masters in Career Coaching (University of East London). This knowledge and experience allows Darren to adapt his coaching style and approach to meet the needs of each individual client and to support them in realising their true potential. Darren has a proven track record in bringing out the magic that he knows is within each and every client that comes to meet him. This can mean asking questions that challenge and even provoke clients towards new insights and changes in perspective thus opening up choices that were not previously evident to them. Darren’s Masters in Occupational Health Psychology* (University of Nottingham) further informs his approach to one-to-one coaching, enabling him to appreciate what can help individuals thrive in the workplace.
Duration: charged hourly or grouped sessions
Participant numbers: one-to-one
“With the skills you taught me, the professional CV and an understanding of my strengths and weaknesses I had never felt more ready” F O’Driscoll, Bandon
COMBINE TEAM BUILDING AND HELPING THOSE LESS FORTUNATE
You’re bound to have been on the news about the HOME SWEET HOME activists and other stores highlighting homelessness in Ireland. It’s a growing problem in our towns and cities. Ever thought how you can help as an organisation?
We run The Apprentice Challenge, a “business treasure hunt” in which companies raise goods and money for The Simon Community. A great opportunity to work as a team and help others.
Can you think on your feet and blag your way to success in this team challenge event with a difference?
Based on the hit TV show, “The Apprentice” with Sir Alan Sugar, Donald Trump and Bill Cullen here in Ireland, you have to work as a team to buy, sell, blag, negotiate and finance your way to success. Fail and you are fired!
On the 6th January we ran an event in Cork for UCC and in Dublin for Imperial College London.
“They loved it, well done again” UCC
“Thanks so much, great tasks for the groups to get stuck into and explore the city” IMPERIAL COLLEGE LONDON
This team challenge can be done in any major city or town, where you will be asked to complete tasks with time and budget limits. You will amaze yourself having completed tasks you never thought you’d ever find yourself doing. Afterwards we relax in the hotel or conference centre for a full fun review of the day.
There are many differences between team building and a team outing, the first and main one is that a team outing does not improve the dynamic of the group as much as team building activities do. Even then a team building event will achieve more with further goals, training and reviews. For example, having a company fun day such Laser Clay Shooting or going to a pub sound like fun but these activities do not teach employees how to work together as a team. Of course everyone will have fun but as soon as it is time to go back to work there are no issues resolved and/or relationships between employees are not improved. Don’t get me wrong though, a team outing is often a lot of fun for everyone but it should be treated as a reward for good work or success in a company or “just because it’s a Friday”, rather than a means to improve relations between group members.
these people are having fun but they’re competing against each other and their thoughts are insular. “Am I aiming right” “Am I winning”
On the other hand, an activity like The Box or The Run encourages employees to work together to achieve a common goal. This is basically what they have to do in a workplace but now they do it for fun and build strong relationships with each other which no doubt they will use when they go back to work on a project or an assignment.
Activities that are supposed to increase team relationships should be fun and engaging. The employees should not be able to complete the task alone but only as a team (the more the better).
Team building is the process of turning a group of individuals into an effective team, a group of people organised to work together interdependently and cooperatively to accomplish a common goal. Team building is a continuous process that helps a group evolve into a strong well-organised unit. The team members not only share expectations for accomplishing group tasks but trust and support one another and respect one another’s individual differences.
Goal Setting and Reviews are vitally important, if team building is to be done properly.
Building a team- sharing ideas, talking, leading, adapting
Some people view team building activities as something that will only embarrass them. Others think that they are boring, not fun, or will just end up being a waste of time. It’s quite the opposite, these activities are designed to engage people in an activity and commit to it . No one will get embarrassed and the only way anyone can get bored is if they decide not to participate in the event.
In order to be successful and efficient, all teams should have a team leader or a team builder (a person responsible for the team). The role of a team builder is to lead the team toward unity and productivity. A team should take a life of its own and the team builder must regularly nurture and maintain it in order to maximise its effectiveness.
If done correctly team building can lead to:
So when you book, be clear of your intentions, Do you want a fun outing or do you want a building event?
Set realistic time scales. (e.g. we can’t fix tension in the work place in a one hour workshop)
Discuss your requirements with us (e.g. don’t book bouncy castles if you want to improve cross silo communication)
Call our team on 01 6177854 or email us
This would suit…
exciting adventure for over 2.5 hours, as you crawl along trenches, storm buildings through the village and steal the enemy’s flag. for adults only.
To be in with a chance of winning, all you have to do is
with your name, company, telephone number.
Competition closes 16th March. Winner to be informed by email.
Ts and Cs apply
SIMPLY SMARTER – A NEW YEAR HEALTH CHECK
Imagine entering work in the early ’90s. It is a time when office computers, mobile phones, email etc. were not part of our working environment. We talked on landline phones, and wrote memos on paper. We clocked in and started work and clocked out before leaving at the end of the day. In the following years, email, personal mobile phones and a host of new technologies entered the workplace. Everything would be much easier and faster and now that we could send out 1,000+ CC’s by email without needing a mailman, we wondered what would we do with all of our spare time.
Fast forward 20+ years and mobile technology has resulted in people working from home while having breakfast and in their cars while driving to and from work. It does not end there as many work in the evenings and are still checking their phone while in bed. Children complain that their parents are in the same room but “not there” when they want interaction. Today we live in a world of ‘infobesity’ where we may have unlimited information but only a little of it has true nutritional value.
Too many people start their workday by playing a game called “find my work” which is to identify important tasks carefully camouflaged among hundreds of irrelevant emails and messages. To deal with this we respond by attempting to multi task. Interestingly research into multi tasking has revealed firstly that people who swap between tasks are less productive when measured in terms of speed and quality. It also requires more energy to change focus so burnout is a constant threat. In the coaching world, the theme of work life balance and emotional health has climbed the rankings and is now one of the dominant areas of discussion. Clearly the world has not evolved as we expected.
Corporations are currently faced with a challenging question that has long affected education: what is the best way build a collaborative environment, with measurable values and effects of engagement? In education, this pertains to learning, progress and qualifications — while in business, this translates specifically to productivity, morale and business output.
The big difference between the two sectors is that in education, costs are ‘built in’ to salaries and interventions which directly aim for those same progression outcomes — whereas businesses are required to specifically invest capital and/or profit into team-building activities and events, with hope that the investment will be returned.
Though both sectors can qualify the success of team-building efforts in anecdotal ways (“remember the time when…?”), businesses are fast moving into the realm where, like educators, it’s essential to quantify the success of team building efforts in a way that translates into key business performance metrics. This not only enables business managers to recognize what works and what doesn’t, but also reveals opportunities for more effective management in the future.
Translating team-building endeavors into quantifiable measures can include a plethora of possibilities and methods, but all need a starting point: a baseline prior to implementing a calendar or schedule of team-building activities. For yours, consider looking at:
As no two companies will be influenced by the exact same factors and actions, there will be different baseline areas for various types of companies. These examples prove that there are plenty of options to be identified and used, depending on a team, business focus and need.
The next action is to introduce newly selected team-building activities. When choosing an exercise, remember that the key aim of team-building activities is to increase productivity — and the main vehicle by which team building events aim to do this is by bonding disparate teams.
It’s worth remembering that such events are about collaboration and not competition, which can often be detrimental to overarching business goals. Be thoughtful in offering creative exercises and activities which include ‘lone’ workers, invite collaboration, and help to define team members’ roles.
Activities should also bring out individuals’ strengths, before empowering staff to take these qualities back into the workplace. Using the services of a team events company to facilitate this can seem expensive depending on the number of people and type of activities involved, but once measuring tools have been defined, measuring and managing the outcome can only be beneficial. It’s reasonable to expect an increase in company knowledge about a team, performance, productivity, and prospects.
A great team-building activity that often costs less but can still give valuable, measured outcomes is to gather and directly ask the team about various aspects of the company. A session like this can include (but certainly isn’t restricted to) Q&A with teammates on a broad range of topics. Here are a few ideas:
Finally, it’s time to re-measure your outcomes. It’s important to recognize that investing in your team in this way, particularly if it’s something your company hasn’t done before, can take time to get right. While improvements may be seen quickly (and that’s great!), there’s no guarantee that there will be an immediately or obvious return on any investment of time or money spent –- in reality, efforts may be something which gradually drip-feed over a span of months or years after action.
The important thing is to retain the focus, as this will also encourage staff engagement – don’t let them think your efforts were a one-off attempt, as that doesn’t encourage loyalty!
If the measures show no improvement, try switching tactics with different team events or activities which closely complement your business goals. Be sure to reflect on both the managing side of measurement as well as acknowledging to your staff that they, as well as your company, are worth your investment.
Having worked to develop teams for 17 years, I thought I’d share a few key ideas that will help facilitators or managers that need to get a group of people working more cohesively. It is particularly effective to do some of these with a new team or group that about to embark on a project together for example an IT system change implementation team. It can really pay dividends in the smooth running of the project.
1. Help them build trust
As Patrick Lencioni explains in his book on the five dysfunctions of a team, it is really important for a team to develop ‘vulnerability-based’ trust. This means that they need to share things and understand more about each other. Sometimes using a personality profile together can help with this. My favourite activity is to get them to tell stories about when they were younger. Here is a format that I got from my friend Larry Reynolds, which I have used many times to great effect. These questions enable to fashion a story out of a life incident to share with the team:
2. Help them get comfortable disagreeing
It’s really important, if a team are to make great decisions that they are comfortable with a level of conflict and disagreement in the team. Give them some tasks to do that involve disagreement and negotiation like Ecopoly or better still, take some real work, a decision that they need to make and carefully facilitate a discussion where when a person states a point of view or puts forward an idea, at least two people must say specifically what they like or agree with and then at least two people must point out potential issues, flaws or reasons that they disagree. When a team can get comfortable separating the ideas and concepts from the person, they will be able to make better decisions. Also if issues are discussed properly, teams are able to commit to decisions that they don’t necessarily fully agree with if they can understand the rationale behind the decision and they feel that they have been fully heard.
3. Help them get comfortable giving and receiving feedback
Giving and receiving feedback effectively will enable the team to grow and develop faster and will also enable them to hold each other accountable for behaviours and results. Enable them to practise giving real face-to-face feedback by doing an activity such as ‘warm seat’, which I learnt, from Dr. Roger Greenaway many years ago:
A ‘warm seat’ is a little bit like a hot seat but cooler! Group members prepare questions to ask the rest of the group about themselves. These questions can be positive e.g. what is great about working with me? Neutral e.g. what is it like working with me? Or negative e.g. in what ways do I sometimes annoy you? Group members take it in turns to sit in the warm seat for a pre-arranged amount of time e.g. five minutes and ask their questions. Group members answer the questions (which can be general or specific) as specifically as possible with examples. They can only answer questions posed and at any time the person is free to vacate the warm seat if they’ve had enough. (See my article on giving difficult feedback if the group may need to do some learning about how to give feedback well.)
4. Set up a team charter
Another practical thing that a team can do is to set up a team charter, which includes agreements about ways of working. Get clarity first on the team’s vision, purpose and values. Then get clear about people’s different roles within the team by defining individual responsibilities and goals. Once this is done, I often use an exercise like Culturallye, which looks at written, and unwritten rules that naturally establish themselves in a team as part of the culture. We can then get into identifying appropriate behaviours for team members, communication and decision-making processes and agreements about the use of resources. Encourage the team to put forward ‘rules’ that they can all sign up to, for example, ‘we get back to e-mails from each other within 24 hours’ or ‘when we disagree, we express this calmly and openly’ etc. Once this charter is established, team members can be encouraged to hold each other accountable for both behaving in line with what has been agreed and for their responsibility areas. This should happen as part of every team meeting.
5. Give them chance to practise being a real team (and to feel what it is like) by giving them challenges to complete together
If you have a well thought through problem-solving challenge where the objective is really clear and truly shared and the problem necessitates the team working together, they will have an opportunity to feel what it is like to work as a team (hopefully successfully). This physical or ‘muscle’ memory will hopefully stay with them and also make them want to achieve that feeling of working in harmony and being jointly accountable again! Great team problem-solving challenges include Tower of Power, EasySpider, Leonardo’s Bridge, MarbleRun, Scoop, StringBall, Maze and Team2. Once people feel what it’s like to truly work as a team and achieve positive results, they usually want to do it again! The review of the activity also enables the team to practise disagreeing, giving and receiving feedback and holding each other accountable.
by Shirley Gaston
We’ve just posted an up to date (well mostly up to date) brochure for fun games, puzzles and inflatable castles. The brochure is designed for anyone planning
We have items for small kids such a play pits, face painting and carousels up to laser tag and archery for adults.
DOWNLOAD games brochure low res (5 meg)
DA VINCI CODE CHALLENGE
We have teamed up with the HARBOUR HOTEL Galway to give you the chance to win our DA VINCI CODE CHALLENGE, a tough yet rewarding outdoor team building game designed by TeamBuild.ie. Our Da Vinci Code Challenge is based on the best-selling novel and hit film, your team must track down the ultimate prize, the Holy Grail. Your search will take you to historical and religious sites, and armed only with the clues you find, you must solve the mystery. You have some tough challenges ahead as not everyone you meet is your friend! Are you ready to step back in time, embrace the challenge and seek immortality? We then relax back at the Harbour Hotel where the winner is revealed.
HOW TO ENTER
A) Galway B) Istanbul C) Cork
Best of luck everyone!
Regards the Harbour Hotel & TeamBuild.ie teams
If you are a manager, it is so important that you make time for regular one-to-ones. Even if your desks are 4 metres apart and you think you are totally in touch with where someone is, you still need to have regular one-to-ones. It’s a space you create where they know that it is about them as an individual and you will really listen to their hopes, dreams, fears and concerns. The depth of conversation that you need to have just won’t happen as you discuss mundane operational issues. So get those one-to-one’s scheduled in and follow the simple steps below to make it a worthwhile use of time for you both.
Step One – Focus on preparation
Get out your notes from the last one-to-one with the relevant person. See whether or not each of you have followed through on the commitments you made. Ask yourself some really good questions…
Book a place and time that you can focus and speak freely without being disturbed and if something comes up and you have to reschedule, always reschedule it right there and then rather than for some unspecified time in the future.
Step Two – Focus on them
This is their time. They should be doing most of the talking (at least 70% as a rule of theumb) and it should all be about them. Ask them some great questions like…
Step Three – Focus on updates and news
What can you share with them that will help them to feel that this has been a great use of their time? What can you let them know about, what can you give them specific feedback on?
Step Four – Focus on the future
Keeping your team members happy, productive and staying with your organisation is a lot about matching their needs with the right job. Maybe there are ways they can develop to be more effective in their role. Maybe their role can be adjusted to better suit them and enable them to bring new skills to work? Maybe there is a new role that can be created or that they can move on to. Ask them some questions about this…
Step Five – Focus on closing
Thank them for their time and openness. Ask them what you could have done differently to make this an even more useful one-to-one for them.
Read through the notes you have made and transfer things that need transferring to task lists, project plans, diaries and calendars. Follow through on commitments you’ve made and development actions you’ve decided on schedule the next one-to-one!
Getting the whole team on board with a new initiative at work can be a mixed adventure… some will be up for it and enthusiastic to get started, others will be cautious and want more information, whilst a tiny few would rather stick to the usual routine and maintain their comfort zone.
The trouble is, this mixed response is likely to be what you face if you’ve got the task of getting your team involved in a team-building activity… and is possibly the whole reason why team-building is on the agenda in the first place! So how can you garner enthusiasm for participating in team activities from your most reluctant team players? It’s an important question that we at Team Tactics address in the following ways:
Anticipate the “do we have to?” element
As an opportunity to do fun and exciting things with your colleagues, team building activities can be fun for everyone, but presenting such activities as mandatory smacks of a “done to”, rather than “done with” management agenda. Savvy managers will understand this and pre-empt such problems by:
• Inviting suggestions as to what type of team activities individuals prefer.
• Identifying who are the most hard-to-reach members of the team and making an effort to find out what makes them tick (not so that you can pander to their preferences at the cost of those of other team members, but to enable you to make sure all personalities are taken into consideration).
• Exchanging a “same-old” working day for the activities rather than expecting your team to give up their own time to participate. Being on-the clock for an activity which is slightly more fun than the day job is a good way of getting everyone on board and, in terms of team morale and productivity, can be more cost-effective than a normal workday.
Address the “what’s the point?” question
A team always has a resident cynic and anticipating the “what’s the point?” question when announcing a team event can be the quickest way to shut down negative vibes which could undermine the whole event. Be careful to:
• Communicate the value of the event, being careful not only to highlight how it might help the company as a whole (improved communication, productivity etc) but also support individuals both professionally and personally.
• Asking yourself the “what’s in it for me?” question from the viewpoint of members of your team – and presenting this to them before they even get to ask the question demonstrates that their needs, as well as the company’s, are being considered.
If your usual work methods require your team to work in a certain way, consider team activities which allow individuals to explore and develop other skills, as a way to get everyone doing something a little different:
• If your team usually has to be highly analytical, try team building activities which require them to think and work creatively for a change. This will add to the depth of their thinking later on and increase the chances of some creative thinking once normal work resumes.
• If promotion opportunities are coming up, run an activity day which allows team members to develop and demonstrate their leadership skills in an informal way.
Make it about others
Although ultimately your company will benefit from running employee and team activities through increased morale, productivity and even reducing absenteeism, you could also make sure the day is recognised as being for someone else’s benefit.
Finally, don’t forget to record the event with photographs and video and gain feedback from your team and any other participants as soon as possible afterwards, to help stimulate those “next time…” rather than “never again…” reflections on team building activities!
Alex Murray, Teamtactics
We now have a greater range of APP based events for 2015. We’ve upgraded from smart phones to tablets with larger screens more functionality.
City Treasure Hunts
Training Events for assessment and leadership
DOWNLOAD our APP Brochure for an overview or call our offices.