Why is team building activities for youth important? Youth is a challenging age for the majority of teenagers. This is a critical time for personal development. They routinely face mood swings and intense hormones that make it difficult to interact with their peers in addition to adults.
Statistics courtesy of Stageoflife.com
Failure to provide youth with activities that are geared toward them will lead to sadness and depression. A continuation of the negative emotions builds upon one another day in and day out. The inability to address these emotions can result in tragedy. An already staggering 46% of teenagers contemplate suicide because they perceive themselves as have little to no self-worth.
For this reason, remember that any teen can feel important and valued when engaging in team building activities for youth, because it offers them an opportunity to interact with their peers and feel connected to something greater.
As teenagers grow out of this stage, they begin to apply the lessons they learn in adulthood. For this reason, it is vital to create a positive environment that delivers opportunities for experiential learning, allowing them to build relationships with their peers.
One method to provide developmental opportunities is through team building activities for youth. Youth activities should follow these steps:
It is time to get started with an activity!
The activities from this site focus on the importance of teamwork. The site offers a range of activities with varying degrees of teamwork. These varying degrees will allow you to make adjustments based on the cohesiveness of your group members.
Teambuilding is used in a variety of settings. This site is particularly good for individuals searching for games that can be applied in different settings. Some of these settings include youth groups, camps, meetings and events, as well as parties.
This is site is especially good for leaders who are searching for icebreakers. Icebreakers offer the benefit of allowing teens an opportunity to get to know each other. These types of activities are also useful to getting group members talking.
You have now learned why team building activities for youth should play a prominent role.
Leadership games develop your skill set so you can be an effective leader. There are primarily two different ways to enhance your abilities.
The first way to increase your leadership skills through games is by leading and guiding others through the activity.
Being responsible for choosing, implementing, and operating a game allows you to practice leadership.
If you are not comfortable in a leadership role, this can be a fun activity as it allows you to express yourself in a relaxed setting. For those who are currently in a leadership role, this exercise is a different setting and can help relieve some of the routine stress that accompanies leadership positions.
The second way to improve your leadership attributes is by choosing a teambuilding game that addresses the specific skill of interest.
For those who are aware of their strengths and weaknesses, leadership games offer the chance to develop chosen skills that match identified opportunities.
To get the most from a leadership game, you may want to take a skill inventory prior to selecting a game. A skill inventory helps to identify personal attributes that are significant to you. Match the skill with the game for the greatest benefit.
When choosing a leadership game, you should keep the following in mind:
Games are geared toward different segments and demographics. Although a game might be fun, it may not be age appropriate or professional.
If a game is not right for your audience, consider making modifications. Sometimes it is fun and refreshing to create your own game. Use another game as an outline that will guide you in tailoring to your audience.
As a leader, you need to tailor your game to the organizational strategy. Consider connecting the game in a meaningful manner to the vision or mission statement.
The game may not appear to offer an immediate connection with the organizational strategy. When this is the case, tell your audience explicitly why the game was chosen. Explain to them what the game can offer the team during the after game debriefing.
Games have different requirements. Examine the required materials and consider available resources.
If required items are not available, you need to review those at your disposal. Perhaps you can make modifications by substituting different materials. As a quick alternative your team may need simple inspiration.
Remember, making modifications to a game can lead to a different experience that is more enjoyable.
Games take varying amounts of time. Games depend on three factors to provide educational value to leadership.
“Give each team member a piece of paper. Instruct them to write down, at the top of the sheet, a problem they have at work. Make sure to tell them it should not be directed at a specific person. These should be complaints about procedure, product, or some other non-human problem they have observed or believe exists.
Next, have them write below that, leaving a slight space, two things they think causes that problem (again, not mentioning specific people but finding a way to focus on systems, ideology, or procedures that people use). Draw a line from the two ideas up to the main problem, much like a family tree structure. Then have them break down those two ideas further, two for each, as far as they can go. The idea is to figure out what small things have led to the big things.”
This game allows the leader to identify problems others are encountering in their environment.
The family tree approach allows people to drill down in an attempt to identify the root cause of the problem. The beauty of this game is the application of the problem a deep dive into the problem allows people to develop solutions to deep-rooted problems.
Continue to dive deeper into the different layers of the problem allow the team to identify issues that are creating additional problems as well for the team.
Even though this game only recommends two ideas to the main problem, I might consider five solutions. The more solutions and layers the richer the information. This approach can also lead to a more inclusive solution.
“Have teams create your company coat of arms. In the first space, draw something that represents a recent achievement. In the second space, draw something that reflects your company values. In the third space, draw something that represents where you see the company going in the future. Post the finished coat of arms in your office.”
When you have many people, working on their own coat of arms the results will offer more value.
For example, multiple pictures allows leaders to identify the number of team wins, the importance of a win based on the number of people covering that event, and discovery of the types of things the team values.
The second space about company values offers important insights. You can highlight the values that resonate with your team the most. You may also learn which values may need to be stressed with your team to a more significant degree. At a minimum, you may need to remind your team of certain values that may be forgotten.
I see the future component as an opportunity. Based on the image that members select, you may want to get them engaged with areas of the project in the future. You team will be more likely to see their value to the organization when they have the chance to work on projects that are important to them.
In many ways, the important element of this game comes during the debriefing process. Based on the images that are selected you have an occasion to connect all three elements within a single coat of arms or by reviewing them as a collective whole.
“Objects are scattered in an indoor or outdoor place. In pairs, one person verbally guides his/her partner, a blindfolded person, through the minefield.”
This exercise helps to stress the importance of effective communication. Too often people make assumptions that others know what is expected or needed. By guiding a coworker around the minefield, workers will be reminded of the value of clearly providing directions and support to others.
“This is an excellent icebreaker activity that’s perfect for small and large groups alike. Begin by asking each participant to close their eyes for one minute and consider the best moments of their lives. This can include moments they’ve had alone, they’ve shared with family or friends; these moments can pertain to professional successes, personal revelations, or exciting life adventures. After the participants have had a moment to run through highlights of their lives, inform them that their search for highlights is about to be narrowed. Keeping their eyes closed, ask each participant to take a moment to decide what 30 seconds of their life they would want to relive if they only had thirty seconds left in their life.”
I would modify this game by framing the highlight by relating to their job or the organization. Similar to the coat of arms game, people will learn the value of activities and the importance of events.
By narrowing this list of events to a single relivable event, people can experience that joy again.
Meanwhile, leaders can appreciate the types of events that matter to their followers so they can provide similar experiences in the future.
“The entire group must find a way to occupy a space that shrinks over time, until they are packed creatively like sardines. You can form the boundary with a rope, a tarp or blanket being folded over or small traffic cones.”
This activity relates to providing exceptional customer service. Workers are asked to think creatively as space decreases in size. As the space shrinks, participants must learn to respond in an innovative manner.
This level of creatively and innovation applies to providing quality service. Your customer is bound to have problems at some point or another. Organizational members may need to think outside the box and offer solutions to fit the needs of their customers.
Not everyone is a fan of games. As previously stated, you need to know your audience. However, when you take the time to connect the game to organizational situations and debrief after the activity you are more likely to have a positive experience. One of these positive results is the growth of skills that will allow you to succeed at your job.
In reviewed 177 leadership interview questions’ in preparation of this post. I was able to identify some important themes. These themes are important as you prepare for your job interview. You have been seeking that opportunity to find a leadership role and show what you can do. Think of all the time you have been studying and working on building your resume for this opportunity.
There are many different types of organizational leadership roles. However, it is not easy to find companies seeking to fill these positions from the outside. If you are lucky, you already work for the company. Most companies want to encourage and promote from within if given the option.
Having time to prepare for the interview is important. The question you should ask yourself is where to start?
I want you to know that I have interviewed for different leadership roles. Some interviews were more successful than others were. Those interviews that eventually led to securing a job were the ones I was prepared for and my passion was allowed to show.
The following leadership interview questions’ produce themes around personal, philosophy, examples, and the perception of others. By taking the time to read about these themes you will know where to devote your energy so that you are prepared to make the best out of this opportunity.
You will find that some of the questions spill over into other areas. There are a number of questions in each category to serve as an example.
First, interviewers ask these questions knowing that you may be uneasy. These questions are designed to make you comfortable. You are more comfortable because people enjoy talking about themselves.
Second, these questions allow interviewers to learn about you. What motivates you? What propels you to take action?
Because of the variety of responses, these questions are open-ended in nature. Answers relating to the position are better. As an alternative, you can provide justification as to why this type of environment is well suited for your work style.
Early in the interview, you should be getting comfortable. However, pay attention to your body language and be aware of how you present yourself to those in the room.
Are you often satisfied with your actions and outcome?
How do you best use your time and what disciplines do you use?
How do you approach complex problems?
Have you ever used your listening abilities to achieve goals?
Who was your best manager and who was the worst?
Do you prefer to work independently or on a team?
What are you looking for in your next job? What is important to you?
What are your goals for the next five years / ten years?
What are the most important values you demonstrate as a leader?
How do you measure success for you as a leader?
What motivates you to be a leader?
How do you achieve objectives in a fast-paced environment?
What steps do you take to remain engaged during conversations?
What can you do for this company?
What experience do you have that would help you in this role?
What were your responsibilities at your current (or last) position?
Why are you the best person for the job?
What is most important to a company’s success – a good product or friendly, fast service?
Philosophy questions are get to know you questions as well. The difference is that this is a deeper dive into your essence.
Philosophy questions are not something you should blurt out during an interview. The purpose of these types of questions is to get you to think retrospectively. It takes time to develop a personal philosophy.
If you have not taken the opportunity to think about your personal philosophy in life, you should start with your values. Prepare for the interview by identifying your core values. When you have arrived at 3-5 core values, consider how they relate to the position or the company.
Interweave a story to express your thoughts is beneficial especially when it comes to the example portion of the interview.
One has to be born a leader. Or not?
What can we learn from our failures?
How do you motivate your team?
What role does leadership play for a manager?
What is the difference between a leader and a manager?
How do you motivate your team?
What is the most difficult part of being a leader?
What is a leader’s best asset?
How do you encourage the development of your employees?
What leadership style do you use?
How would you go about developing your team?
What leadership styles do you know and which one do you apply in your job. Why did you choose this style?
Example questions are concerned with the practicality and application of your knowledge and your experience.
Up until this point in the interview, you have been answering the “appetizer” section of the interview. When asked for examples, interviewers are asking you for the “main course”
Interviewers want to know what type of results they can expect from you. For this reason, internal candidates have the advantage. People within the organization already know that you can perform. However, you still need to vocalize and communicate events. Remember the people conducting the interview likely are not on the front lines so they have not seen you perform. You come with recommendations but interviewers need to feel confident when they make their decision.
The recommendation here is to think of two to three stories before the interview. Make these stories significant but general. Having chosen two to three stories, you can keep coming back to these examples. Each time, provide more information. You can also come at these stories from different perspectives, which will help.
Tell me about a time when you demonstrated leadership skills.
Who have you coached or mentored to achieve success?
Tell me about a time that you led an important meeting.
Describe a time you took a leadership position when you did not have the title of a leader.
What do you do when you are unsure about how to achieve the goals of the team?
Have you ever been a member of a successful team? What was your role in the success of the team?
How do you build support for ideas/goals with people who do not report to you and you have no authority over?
How do you go about resolving conflict?
Name a time when an employee disagreed with your directive and how you handled it?
How did you a handle a time when you had to make an unpopular decision?
How have you rallied your team in the past in difficult projects/tasks?
What is the most significant change that you brought to an organization?
Tell me of instance where you lead by example.
How do you organize projects and prioritize tasks?
Explain a situation where you made an incorrect conclusion. What factors led to it?
What methods have you used to gain commitment from your team?
How have you encouraged the learning and development of employees?
Perception question are another way to word questions from the other categories. Asking perception questions force you to take a different perspective on a situation. Think of perception questions as a way to evaluate you from a 360-degree view.
If you start hearing these types of questions you should try to answer by stating things you may not have covered. This is the place during the interview to stress some of the key takeaways you want to leave with them.
You will likely not receive many questions in this area. If you have a limited amount of time to prepare for the interview, I would recommend spending time in the example situations.
The fact is that many times interviewers have made up their mind by this stage. Their decision to higher you or ask you back for a second interview has likely been made. Conversely, they may also decide by this point that you no longer are a viable option.
What sort of leader would your team say that you are?
What do you get the most criticism about you on?
If your managers were asked to rate your leadership skills, how would they reply? What would subordinates say about your leadership style?
If the people who know you were asked why you should be hired, what would they say?
How would your staff and colleagues describe your leadership style? Give me an example to support your answer.
Leadership interview questions’ can be thematically placed as either personal, philosophical, example or others perceptions. If your time is limited, prepare for an interview by considering the example style questions. Interviewers want to know what type of performance you can deliver.