Leadership team of the recent landmark merger between Thomson and Reuters called for an orientation called 'One team. One year'. The objective was
To let them have a single-focused-track during the transition
To let the team work by consensus than confrontation
To let the team focus on the entity-as-a-whole rather individuals/individual entity
To make inroads into the very thought process to build a strong team
KWEC, being a part of Thomson’s training palate was roped in for the metamorphosis to pave way for the smooth merger. As part of this initiative, a High Imapact-Short Duration was conceived as Power Team to be delivered to the front runners of merger.
The team building and motivational lessons delivered through certain activity laid emphasis on the objectives that need to be met.
The activities were: Electric Rope:
The emphasis was to avoid the pitfall of a merger which was symbolic to the electrified rope used as the prop. The objective was to avoid the same and pass over the electric rope (read cultural & personal difference, ego clash) to achieve the non-thinkable
How far can you reach?
The blind spot of a merger more often than not is to set a low target because of the expected shake out and apprehensions on both sides. This activity focused on the mental/attitude/psychological block of stretching oneself and the team and removing or acting in the face of the barrier to get the maximum potential tapped from each and every resource.
Focus trap:
This was the epitome activity as it underlined the theme ‘One team. One year'. The business leaders were asked to choose the target tangible or otherwise. The stakeholders were together in the game of letting the objective be met avoiding all the traps.
The result at the end of the day was open minds to make a difference in the coming days.
