I’ve had a number of meeting where team managers have suggested an “away day” as part of a team building strategy.

When asked “What’s the objective” I’ve sometimes been told “So that they’ll be motivated”
Further discussion around the outcomes can sometimes generate a confused response from the manager.
On one occasion I was told “I don’t know what outcomes but I want them motivated”

I was tempted to ask “Motivated to leave?” but persevered to a conclusion which resulted in the team’s manager attending one of my 1:1 strategy planning seminars. The result was even more positive than the team attending an awayday.
The lesson is to focus on the who as well as the outcome when planning team development.

I was having a discussion with a friend last night about the Queen’s Jubilee and the Olympics and how business is going to cope with the distruption to travel in London and the time off taken by staff. However soon the discussion moved to what happens when it’s all over

However, I wonder what happens after the party’s over?
Once the Jubilee and the Olympics are over will there be a sense of anti-climax.
Will people feel less enthusiastic at work as winter comes and economic troubles hit us again?
Or will one of the legacies be that a “Feel good factor” will last though the winter?

The challenge for business leaders
The challenge could be to assess the possible legacy on our team and how to keep the team motivated once the fun has ended.
It’s a challenge that managers should start to think about now.