We help teams build their courage,
confidence and capability during change
Asahi operates in the highly competitive brewing industry. The Global Brands team wanted a bespoke design and fully outsourced solution to an important 2-day Leadership Team Away Day.
They needed to initiate their new journey together, bring new members on board and design their Team Charter.
Firstly, we gathered data from their Sponsor and Senior Leaders to define clear objectives and understand their expectations and strategic direction. From these, the design included inspirational presentations from Sponsors, experiential team challenges, reflection, feedback and the shaping of a Team Charter. We concluded with a full review of the day with recommendations for next steps.
The reflective opportunity at the Leadership Team Away Day delivered a Team Charter, a list of “Quick Wins”, alignment behind the new vision and foundation of trust on which to embark on their tough few months ahead. New team members gave feedback that they felt a strong sense of belonging following the away day. They also had the ability to “practice” a team challenge and learn experientially together in a “safe” environment. It was a powerful way to confront some of the changes that they are facing.
Asahi approached Chameleon Works to support its’ Global Brands Team to develop their “Challenger Mind-set”. They wanted to embrace the diversity of experience the team had. Deborah Fleming said: “A team responsible for innovation needed an adventurous design. So as a result we ditched the handouts and slides in favour of beer mats visuals and experiential learning”.
The group used visual thinking techniques to co-design the key elements of the charter and produce a visual output with impact. Graphic Facilitator Sophie Smiles said: “working in this way really helps people gain clarity and results in shared ownership of what is created”. Their vision and leadership behaviours were already defined. However they wanted to “practice” the leadership behaviours in a “safe” environment. Individuals learned how they can impact each other negatively (and positively) and how to work with their differences.
This has accelerated their formation as a team and trust is now higher. This will enable them to bravely test their boundaries over the next six months. Following the Leadership Away Days, members paired up to coach each other back in the workplace to support their actions and learning commitments.
“I am not usually keen on Away Days however I found this one to be different from anything I have done before. I actually wanted to get involved in the activities and felt unpressured and safe to do so”.
“Great preparation – it was clearly a well-considered, tailored approach for us, that took into consideration many different styles”.