PSA's approach and some examples of recent events

PSA recognise that every team is different and therefore 'off the shelf' solutions are unlikely to fully meet the every team's needs. Key to our approach is the belief that regardless of whether the event is focused on establishing a new team, developing an existing team to work better together  or facilitating mature teams to raise their game, our approach is built on the principle that all team events must:

• Be grounded in the issues of the business

• Meet the real needs of the team

• Result in a drive towards positive action.

When designing a team event, we always work with our clients to agree clearly defined outcomes and relevant success and evaluation criteria. Only at this point will we explore a range of options for how these outcomes can best be achieved.

We pride ourselves on developing team events that are safe, highly memorable, enjoyable and which deliver lasting results to the team and the organisation. In summary, we always guarantee the following:

Examples of Team Events

These are just some examples of team development events that we have recently run for our clients:

• Building relationships within a middle manager team of a large manufacturing company to cope with a changing role and significant turmoil through a two-day event in the Midlands, reviewing their feelings about change and rehearsing how they will manage their staff.

• Team event in London to bring together an established global IT team, that principally worked remotely, to help build relationships and redefine their role.

• Board level event in the South of France for a recently quoted company on the London Stock Exchange to celebrate successful flotation and introduce new Chairman and Non-Executive Directors to the company.

• Operations Team event for a global food company in Marrakech, Morocco, to help build relationships and to define vision, mission and values and share best practice.

• Bringing to separate teams together following a merger, specifically reinforcing the fact that the team has changed and that the scope of the team has significantly increased, i.e. the "Rules and the Game" had changed.

• Helping define a new way of working between a franchisor and its European franchisees. Moving from a competitive relationship to a collaborative partnership for the benefit of both groups.

• Helping an accounts team that had grown by 400% in 18 months, and which looked set to continue growing in the future, regain the team spirit that they has lost whilst growing. Further, helping them determine strategies for coming to terms with their likely future growth and welcoming new people to the team.

• A team event for a whole business unit of fifty-plus people that had had a good year and achieved / beaten its targets. How can we improve our internal processes so that we can deliver similar results next year?

• Helping an engineering team focus on the new behaviours required of them to meet a doubling in their workload.

• Team event in Barcelona for a marketing team, to further develop relationships and to build annual strategy and new advertising campaign.