EDGEXTREME: An Urban-Outbound program sensitizing learners on what it takes to be a CEO

Preface

Early last year, I launched EDGEXTREME, a one-day urban outbound program that focuses on sensitizing learners to what it takes to be a CEO. EDGEXTREME was built from scratch (even scratch was an understatement)... so, no IP issues.

We have run 10-odd sessions across the country, and have recieved wonderful responses. More importantly, those who have attended remember the exercises, and many a times have met me and shared the application of its learning in their workplace.

The training program is labour-intensive (requires 12 people apart from the core facilitator), takes one day to map the geography plus another day to do the on-ground planning a day prior to the program, and is not exactly inexpensive.

Apart from the resources that are required, the most critical and difficult resource to source is a detailed map of the locale. We source these maps from Reliance GIS.

The following write-up is given to the nominees to arouse their interest. To conduct this program, one requires teams (min.-5; max.-10) constituting of participants (min.-4; max.-5) who are mature, have led large teams, and typically have been identified as 'high potentials'. Inexperienced and immature learners tend to remain stuck on their immediate wins & loses, and miss the larger picture. After the debrief, the participants are given a handbook which has some tools and also a Harvard-appraised Case Study, The Team That Wasn't.

Overall, an interesting experience for both the participants and the crew & facilitator(s) as well. Tiring, but enjoyable!!!



Background

When tackling a major initiative like an acquisition or an overhaul of IT systems or introducing a new product line, companies rely on large, diverse teams of highly educated specialists to get the job done. Teams often are convened quickly to meet an urgent need and work together virtually, collaborating online and sometimes over large distances.

Appointing such a team is frequently the only way to assemble the knowledge and breadth required to pull off many complex tasks businesses face today. When the BBC covers the World Cup or the Olympics, for instance, it gathers a large team of researchers, writers, producers, cameramen, and technicians, many of whom have not met before the project. These specialists work together under the high pressure of a 'no retake' environment, with just one chance to record the action.

A leading sales organisation's newly appointed CSO was interviewed before the launch of a 'focused' sales drive. He was asked which was to be done first; a clearly defined approach toward achieving the goal, or clearly defined roles of individual crack-team members. He chose the former. The common assumption is that carefully spelling out the approach is essential, and leaving the roles of individuals within the team vague will encourage people to share ideas and contribute in multiple dimensions. Research shows and so did he realise shortly, the latter needs to be defined first; Collaboration improves when the roles of individual team members are clearly defined and well-understood – when individuals feels that they can do significant portion of their work independently.

Recent researches into team behaviour reveal an interesting paradox: Although teams are large, virtual, diverse, and composed of highly educated specialists are increasingly crucial with challenging projects, those same four characteristics make it hard for teams to get anything done. To put it another way, the qualities required for success are the same qualities that undermine success. Members of complex teams are less likely – absent other influences – to share knowledge freely, to learn from one another, to shift workloads flexibly to break up unexpected bottlenecks, to help one another complete jobs and meet deadlines, and to share resources – in other words, to collaborate. They are less likely to say that they "sink or swim" together, want one another to success, or view their goals as compatible.

We would examine these aspects of High Performing Teams and some more in a simulated context; followed by a structured debrief to highlight the competing-teams' performance which in turn would help the team members to sensitize themselves to various aspects of a team's effectiveness.



The Structure

        Briefing >> Exercise >> DeBriefing




The Field Exercise

EDGEXTREME is a 1-day outbound navigation based field exercise. It would take you on an adventure trip, around the city & the suburbs, and compel you to think differently, pushing you to the limit where innovation & collaboration would be the only means to move forward. It is a physically as well as mentally strenuous exercise. You would be competing with teams from other organisations.

EDGEXTREME will not only challenge you to achieve the impossible but also surprise you with your own achievements. The exercise is designed to be an experiential exercise which takes participants through a journey of avenues to explore themselves and get sensitized to tenets of Co-Competing.


Dress Code
Casual comfortable clothing and sport shoes.


Limitations
The limitations are just in our mind; and although the intervention would require you to be outside 'in-the-heat', and it may be physically tiring for you, but the learning & its application will be profound. Having said that, as the intervention may be physically exhausting, if you suffer from any prohibitive ailment or your doctor has advised you not to exert, you are advised to refrain from participating in the program.



The Debrief

EDGEXTREME examines the structure of teams in the workplace, a heuristic model of the various elements that impact a team's effectiveness, and finally the factors that lead to a team's success which you can implement to take yourselves and your working teams to a different orbit.



Acknowledgements


A lot of people have been involved, and at various stages, right from inception to its shape-n-form today...

1.        Inception - Gopal Khaitan, Premal Pipalia, Vikram Masand
2.        BrainPicking - Anand Dewan
3.        Development - Vikram Masand
4.        Logistics - Mihir Shah
5.        Maps - Jagadeesh KM, Kenneth Crasto
6.        Devil's Advocate - Premal Pipalia, Vikram Masand, Ankush Roy, Mihir Shah, Shyamac Jal