Executive team building is not the same as normal team building. This is not always appreciated by those who design executive team building away days. All too often a lot of attention is paid to the location that the executives will go to, the rooms they will occupy and even the food they will enjoy. What they will actually do once they are there is often treated as being incidental.

It's often the case that executive team building is overlooked altogether. The perception is usually that ordinary workers need training and team building, while executives, by the very nature of who they are, already have those qualities. This may be so in some cases, but executives can benefit from team building, just the same as anyone can.

Executive team building requires a different approach to the usual one. Focussing on the right location and seeing that they are comfortable and get the right foods is pampering. It will achieve nothing of value. True, some executives may like that, but most of them will not; they will want to see real results.

When the primary focus is on executive team building, and not just slotted in as an afterthought, luxury venues are not so important. Planning menus that include caviar and champagne also becomes unimportant. The real value of executive team building then becomes apparent as something that requires meticulous planning and perfect execution followed by a thorough debriefing and reporting session.

The time factor can then be put into its correct perspective as well. Trying to cram everything into a day or perhaps two at most becomes counterproductive. Executives are indeed busy people, but proper executive team building requires enough time to do it justice. It can't be allotted an arbitrary time frame that happens to fit into someone's busy schedule.

Because it's the executives in a company who are ultimately responsible for what happens, it's vitally important that they know how to properly align, focus and bind the team together so that they can achieve the common goal required by the company. This is how positive result can come about. This is why, in a nutshell, executive team building is so important for the continued health of the company.

Many of the guidelines that work best in ordinary team building work well for executives too. Keep the size of the team group relatively small; large teams become unwieldy and difficult to manage, impeding success in the process. There must also be clear expectations set out from the beginning.

Executive team building should convey to the executives the need to discover their own management and leadership styles. They need to know how to deploy them to the best advantage of the company teams. They need to understand the dynamics of how a team can be built, what motivates it and what holds it together. They also need to understand how to encourage commitment from each team member under them in a natural, unforced way.

Executive team building exercises should be about aligning busy executives with the concept of how to get the most from their company teams. They are the ones who make the directives that affect the company, so they need to know how to structure them to get the most out of the people who actually do the work. Executive team building, properly planned and managed can do that for any company.

Author's Bio: 

Alan's career path is, well, unusual. Not many escape from programmer servitude let alone go on to something so different, but the path he took helps make Sandstone what it is today.

His ability to explain difficult things marked him out for more customer facing roles. As PCs took off, he was asked to create a training division for his then employers, eventually becoming MD of a network of 14 training centres across the UK.

In the early 90s, he formed his own team building business, Sandstone, with the objective of tackling wider training issues. Much of the business came from long-term management and team development programmes. Many of which led to nationally recognised qualifications. All were focused on delivering better managers, better teams. To ensure the programmes were interesting and relevant, Alan used his technical background and led the development of a unique portfolio of experiential activities combining fun, challenge and real learning. These were so successful that Sandstone's clients started to use them at stand-alone events like conferences and team away days. A new business was born; this became what the company did, and still does today. Sandstone's website is at sandstone.co.uk.