Como você lida com a resistência ou o ceticismo dos membros da equipe que não estão interessados na construção da equipe?

Reasons Employees May Not Be Interested in Team Building: Personal Reasons: 1. Introversion or social anxiety 2. Family or personal commitments 3. Health issues or disabilities 4. Emotional struggles or burnout 5. Conflicting personal values or interests Work-Related Reasons: 1. Heavy workload or excessive stress 2. Lack of autonomy or control 3. Unclear expectations or conflicting priorities Team Building Activity-Related Reasons: 1. Uninteresting or irrelevant activities 2. Lack of inclusivity or diversity Organizational Culture Reasons: 1. Hierarchical or bureaucratic structure 2. Limited opportunities for growth or development Demographic Reasons: 1. Age or generational differences 2. Cultural or language barriers

It never hurts to ask why. Take a genuine interest in their opinion and how the team building affects them. It could be from their past experiences, how the team operated, or maybe even something in their personal life. Be authentic in getting to know your people.

When faced with resistance or scepticism from team members regarding team building, I approach the situation with empathy and understanding. I initiate one-on-one conversations to understand their reservations. Often, it's past experiences or misconceptions that fuel their reluctance. By addressing their concerns directly and highlighting the benefits, I aim to shift their perspective. I also encourage feedback, allowing them to suggest activities they'd find valuable. Sometimes, it's about finding the right balance between work and team-building. Ensuring everyone feels heard and valued is key to fostering a cohesive team environment.

It's good practice to take a representative sample of everyone's opinions when planning a team day. The sceptic will offer the objection, but in every objection, there is a wish. This will help to frame and/or plan the experience accordingly

Most times, asking for input, suggestions or area's they'd rather focus and why. Often connecting the dots on why the team building exercise will help resolve resistence. Often it is good to also consider the comfort level of introverted or neurodiverse employees. Sometimes the anxiety isn't from the activity itself, but more so the environment. If there's a deeper issue or team member conflict that too should be raised, explored and worked on.

Involving the team is often neglected in team building. Yes, that sounds crazy but it’s reality. If you want team building to succeed, involve the team in creating the plan. You'll have immediate buy-in as it's their plan.

Who doesn’t like fun? Well, forced fun isn’t fun. Fun is subjective. It’s not about what’s fun for you. It’s about what’s fun for the team as they come together.

Team building has 3Fs Fun Fast forward Fix Fun is idiosyncratic… so lead your teams towards fun by setting the programming so that it is fun for them…. A great place to start is multiple intelligences…. We’ve spent many years learning and we like certain parts of our jobs because it appeals to our learning intelligence…. (Ie accountants - make measurable actions within the activity, opportunities for critical thinking - sales, interpersonal skills like communication and storytelling activities matter). Right fit the event to the learners

Make team building fun and relevant for resistant team members by: 1. Involving them in planning 2. Catering to diverse interests 3. Focusing on shared goals 4. Making it optional, but incentivized 5. Incorporating food, games, or socializing Lead by example, show enthusiasm, and make it enjoyable!

Fun is a personal opinion, engaging is safer. Does it get them engaged and do they feel smarter, more capapble or more confident in the end of the session? Does the value resonate with the team? Why should they care? Making something fun most often means doing something that strengthens team dymanics whilst focusing on something outside work. It may not be 100% fun for all but it will improve their internal relationships. Don't instill something too rigid, make sure they get to be a bit creative and problem solve as individuals so their peers learn more about them in a positive environment.

Let the team build the recognition first. A leader patting someone on the back usually refects on the folks who put themselves and their work out there often. Those who are stellar at their jobs but remain more conservative in their behaviour deserve recongition as well. Self publication is a personality trait and a skill, but it should never elimiate or reduce recognition. Feedback needs to be constructive so ensure you teach your team how that works, when it matters and embody this in your interactions as well. Be the example.

Set up tiger teams to revisit the work done in off-site sessions or workshops so the work isn't just left to the wind. Ask for regular updates, with success and blockers. Provide other connections for them to buddy or shadow others in order to explore new ideas, methods or topics supporting the great work you built in the workshop or off-site. If something is too big to tackle that year, set it as a goal for the next off site and build the prioritization plan.

I think those who create team-building activities need to recognise the perspective of those who simply are not interested in being "teamy". To some, these activities can seem artificial and used by management to mask defects within working environments. We also need to consider the views of those who are perhaps introverted and pride themselves on simply doing an excellent job.