Team-Building Activities

🌻 Value Mapping For UX and Product Teams (https://lnkd.in/epqF6ca3), how to set up a shared record of the outcomes the team believes a product must deliver to meet user needs and yield sustainable business value — visualize in a hierarchy of relationships between UX work and business goals. By Peter Lewis. Value mapping reference (PDF): https://lnkd.in/eaVEYF5e Full value mapping (PNG): https://lnkd.in/ecA7gpH7 Good products rarely happen by accident. No business can be successful without successful customers, and so the better we understand what value we need to deliver to customers, the better the business outcomes — and strategic advantage will be. Peter suggests to explore different levels of zooming between larger business outcomes and core functionality. We move between specific features based on user needs to feature categories to product value to business outcomes. It starts with the ultimate, vision of what the product’s key value for end users actually is. It might be shaped by the business, or we might define it with the business. Once we identified it as a Northern Light for our work, we can work towards it. At each level, we focus on 3 broad areas: 🔵 Customer outcomes 🟣 Business outcomes 🟢 New product solutions We keep the overview high-level. Once we know what customer outcomes we need to prioritize (ideally research would inform that), we can break out into ideation sessions and explore specific features and changes we want to add to the product. Peter suggests to start where you and your team currently are, not where you would like to be. Personally though, I tend to start from the 2 sides: building up a tree from top to bottom (breaking down business goals) and then eventually shifting to the bototm (and building up from UX research). While I might disagree with a few points such as starting with a solution, I do love Peter’s point on clarity and alignment being the most significant value of the mapping. It gives the team a clear point of reference of what we are doing, why we are doing it, and how we believe we are carrying the value forward. Design has a tremendous impact on business — it’s just very often it seems to be almost impossible to visualize the flow of that impact well. The value mapping created in a workshop with designers and stakeholders might help with just that. If you'd like to dive deeper into the topic, I've also put together “How To Measure UX and Design Impact” (https://measure-ux.com), a friendly practical guide on how to visualize the incredible impact of your incredible design work. #ux #design

During a “voice of the client” interview, a senior executive – loyal to an elite firm that hired us – burst out laughing. “The irony is unbelievable,” he said. “You’re asking how [Firm X] could improve, and I’m literally on my way to their biggest competitor for a roundtable with my peers. I’ve never worked with them before…but this is a brilliant way to introduce themselves. Firm X has never done anything like this.” Like Firm X, many professional service firms fail to leverage their networks to benefit clients. They sponsor “events” but those are rarely the kind where extremely senior business leaders spend their time. Yet, senior executives often feel isolated and highly value opportunities to connect with peers. The best firms use their “convening power” to host informal roundtables, fostering community, deepening client loyalty, and providing firsthand insights into executives’ concerns. What makes these events successful? Three key factors: 1. High-quality participants – a carefully curated peer group. Let’s be honest: the senior execs are more interested in hobnobbing with and learning from highly experienced colleagues. Set the agenda so they’re doing 90% of the talking with each other. 2. Relevant hot topics – issues they’re eager to discuss. Doing a few pre-roundtable conversations to uncover those topics is also a great way to build relationships. (“I value your opinion because I know you’re highly plugged into the most important strategic issues – and I’m interested in creating a small roundtable based on your most highest priorities”… sounds like you really care, no?) 3. A safe setting – an informal, off-the-record environment. Sure you’re going to attend so that you can introduce the attendees to each other, very lightly moderate the session, and above all LISTEN. Don’t pitch. Don’t sell. But follow up diligently so that they know you care and you’re willing to help. Roundtables are low-cost, low-effort (especially when partners trust their teams to help execute), and deliver significant returns. They help partners: * Strengthen client relationships * Demonstrate expertise by selecting the right participants and topics * Gain valuable insights by listening to attendees Executives often expect and welcome follow-up conversations, making roundtables a powerful tool for deepening relationships and adding value. For more insights on how outside advisors – especially lawyers – can elevate collaboration, check out What Clients Want from Law Firms, featuring a chapter by me and Gardner & Co. Insights Director Csilla Ilkei. @Globe Law and Business Ltd @CsillaIlkei #SmarterCollaboration #ClientEngagement #ProfessionalServices

If you’re tired of team exercises that feel forced, try the Start / Stop / Continue ritual that actually builds team bonding. Here’s how to do it: Step 1: Pick a topic Choose one specific area you want to improve. You can do this as a team (like marketing strategy, branding, or workflow) or even as a couple or family (like health habits or household routines). When my team did this for our marketing strategy, we asked: “What’s working? What’s not? What should we try next?” Step 2: Sticky it up Give everyone a stack of sticky notes. Each person writes down every task they do related to that topic (one per note). Then, color-code: • Different colors for different people (for transparency) • Or all one color if you want to keep feedback anonymous This part alone often surprises people. We realize how many invisible tasks we’re doing, and how much effort goes unnoticed. Step 3: Place the tasks Draw three columns on the board: 🟢 Start – New ideas or things worth trying 🔴 Stop – Tasks that drain time or add no real value 🟡 Continue – What’s working and worth doubling down on Then, together, sort each sticky. When we did this at Science of People, we learned: • We wanted to start experimenting with Medium and LinkedIn posts • We needed to stop wasting time on low-return platforms (sorry, X) • And we should continue doing more of what was driving real results (YouTube, email newsletters, and blog writing) If you disagree on something (like we did about Medium), place it in between columns as a trial. Set a test period. For example, “Let’s try this for 2 months and then review.” Step 4: Create a safe space This is a critical step. Start / Stop / Continue only works when feedback feels safe. You’re talking about the task, not the person. We even use different colored stickies to separate ideas from ownership. That way, no one feels attacked. When people feel psychologically safe, they share the truth, and that’s when real improvement happens. Step 5: Assign and act Insight without action is just decoration. So before you finish, assign ownership: • Who’s starting the new tasks? • Who’s stopping or phasing out the old ones? And for the “Continue” column, ask: “Can we make this even better?” A bonus: It works outside of work, too I even do this exercise with my husband once a year, for our health and habits. We’ve listed things like: • Start: Morning protein shakes, evening routines • Stop: Buying soda, eating out too often •Continue: Yoga and weekend soccer We walk away feeling more connected and intentional. The takeaway: When you pause to ask, “What should we start, stop, and continue?” you give yourself (and your team) permission to refocus energy where it truly matters.

12 simple reminders for better sales conversations The best approach isn’t about pressure, it’s about helping people discover what they really need. Here’s how to run a sales conversation that actually works (and feels good for everyone): ✅ Start by setting the agenda. Begin the conversation by outlining what’s going to happen. Say something like, “I’ll ask a few questions to see if I can help. Sound good?” This helps everyone feel comfortable and sets a professional tone. ✅ Qualify early. Ask questions like, “What made you reach out?” or “Why now?” This lets you know if someone is serious or just exploring options. ✅ Dig for real problems. Don’t just accept surface-level answers. Ask follow-up questions to find out what’s really holding them back. Get to the heart of the issue. ✅ Take notes as you go. Write down what they say, word for word when possible. This will help you remember what matters to them and make your follow-up much stronger. ✅ Handle any hesitation calmly. If they pause or push back, invite them to talk it through. For example, you could say, “Totally fair. Want to talk it through?” Avoid brushing off their concerns. ✅ Mirror their language. If they describe themselves as “overwhelmed,” use that same word in your responses. Using their language helps build trust and connection. ✅ Share stories, not just facts. Instead of listing product features or benefits, tell short stories about people in similar situations who saw positive results. ✅ Act like an advisor, not a vendor. Focus on diagnosing the real problem, not just pitching your offer. When people feel understood, moving forward becomes a lot easier. ✅ Be confident when discussing your price. When it’s time to talk about money, state your price clearly and stop. There’s no need to justify it or keep talking. ✅ Wait before you pitch your solution. Make sure you fully understand their situation and pain before suggesting your offer. Show them how your solution bridges the gap out of their pain. ✅ Set the tone upfront. Let them know you are there to see if there’s a good fit on both sides, not to force a sale. ✅ End with a clear next step. Never close with, “Let me know.” Instead, suggest a concrete action. You could say, “Would you like to pencil in a start date?” or “Shall we book a follow-up call?” Here’s a simple framework that can help guide your questions throughout the call: ➡️ Situation – Where are they now? ➡️ Problem – What’s the real challenge? ➡️ Implication – What happens if nothing changes? ➡️ Need-Payoff – What’s the value of solving it? Sales and client conversations do not need to be stressful or complicated. If you follow these steps, stay curious, and focus on helping, not selling, you will win more of the right clients. Need a proven step-by-step system to get clients fast? DM me WIN and I’ll send you the details.

B2B employee-generated content posted from the team's personal LinkedIn profiles will outperform corporate page content by by 3–5x, consistently. If I were a B2B SaaS founder with zero employee video presence, here’s the exact 3-step playbook I’d run to get started: ____ Step 1: Create the Right Environment Empower a Video Champion Pick at least one person in your company who’s excited about video. Give them 3 months to experiment, no pressure to be perfect or deliver results right away. Why 3 Months? Video is a long game. If you can’t commit to that timeframe, don’t even start. Consistency is everything. ____ Step 2: Set Up for Simplicity Keep the Gear Minimal Set up a corner in your office with decent natural light, a simple tripod, and a $20 mic from Amazin will do. If you can record in under 30 minutes, you’ll stay consistent. Why it's best to go simple? The more time you spend improvising the setup, the less likely you’ll produce content regularly. Simplicity = Momentum. Also, authentic content shot with phones always outperforms highly polished "brand" content on LinkedIn. More production value usually results in lower results. ____ Step 3: Craft the Right Content Keep your content strategy dead simple and only start with 2 types of videos that the team member post from their personal page (the company profile just reposts it) Problem Awareness Videos – Share stats, news, or case studies that highlight a pain point your ICP faces. This increases the awareness of their problem and therefore increases their likelihood to want to solve it. It also validates it and gives them talking points to champion it within the company. Here's an example: https://lnkd.in/g7SE7WXF Solution Tips – Create videos that offer actionable and simple ways to tackle that pain, with no sales pitch attached. This builds trust in you because you're helping them solve a real problem, so when they're ready to solve it, they're most likely to come to you for a solution. Here's an example: https://lnkd.in/gJ-4abgC ____ And boom...there you go. Environment: Support an internal “video champion” and commit for 3 months. Setup: Keep it so simple you can shoot videos in 30 minutes or less. Content: Alternate between problem-focused stats and practical solutions—always put your audience first. That's how you go from 0 to 1 with B2B employee-generated content that works. What do you think? Any more simple systems that have worked well for you?

I urge you—please take them away from their desks! Last month, my team and I spent a day at Lohagarh Farms, away from screens, meetings, and the usual work routine. No emails, no targets, just time spent together outside the office. On the surface, it might seem like just another team outing. But here’s what actually happened: [1] We connected beyond work Conversations shifted from deadlines and strategies to real-life stories. Team members who barely spoke in the office suddenly had endless things to talk about. [2] We saw different strengths.  Someone who’s quiet in meetings turned out to be fiercely competitive in outdoor games. Another, who’s usually reserved, took charge in organizing activities. You start seeing people in a completely different light. [3] We learned to collaborate without pressure.  In the workplace, collaboration is often tied to performance. But here, teamwork was effortless, whether it was completing challenges together or simply sharing a meal. The bonds built in those moments carry over when we’re back in the office. [4] A workplace functions best when the team works for each other, not just with each other. And that happens when relationships go beyond work. Many leaders think of team outings as an expense or a break from work. But the truth is, the best ideas, the strongest teams, and the highest productivity often stem from environments where people feel comfortable, connected, and valued. After this, I know one thing for sure that investing in a team doesn’t only mean training programs and appraisals. It also means creating shared experiences that make people feel like they belong. How do you build strong connections in your workplace? #teambuilding

🚀 Wrapped up an exciting workshop with a scaleup. Here's how to deliver killer sessions 👇 1️⃣ Less is more: We focused on quality over quantity. One big, memorable activity beats a dozen forgettable ones. 2️⃣ The main event? A high-stakes egg drop! Teams built landers to protect eggs from a big fall. Talk about a crash course in problem-solving! 🥚💥 3️⃣ The real magic? It happened AFTER the eggs landed (or splattered 😅). The magic is in the the debrief. Debrief is crucial. 𝗪𝗲 𝘂𝘀𝗲𝗱 𝗮 𝘀𝗮𝗶𝗹𝗯𝗼𝗮𝘁 𝗲𝘅𝗲𝗿𝗰𝗶𝘀𝗲 𝘁𝗼 𝗲𝘅𝗽𝗹𝗼𝗿𝗲 𝘁𝗲𝗮𝗺 𝗱𝘆𝗻𝗮𝗺𝗶𝗰𝘀: - What's propelling us forward? 🌬️ - What's holding us back? ⚓ - What hidden rocks (risks) can hinder our progress? 🪨 - What's our island paradise (goal)? 🏝️ This visual metaphor unlocked buried conversations. It's amazing how a simple drawing reveals complex dynamics! 𝗪𝗵𝘆 𝗱𝗼 𝗜 𝗹𝗼𝘃𝗲 𝗿𝘂𝗻𝗻𝗶𝗻𝗴 𝘁𝗵𝗲𝘀𝗲 𝘄𝗼𝗿𝗸𝘀𝗵𝗼𝗽𝘀? Simply put, you can see in real-time teams building trust, gaining clarity, and deepening bonds. In a time where workplace dynamics are spent over endless Zoom calls and Slack threads, there's something irreplaceable about being in the same room, facing the same challenges, and yes, cleaning up the same egg mess together. 🧼 𝗞𝗲𝘆 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀 𝗳𝗼𝗿 𝗿𝘂𝗻𝗻𝗶𝗻𝗴 𝗮 𝗸𝗶𝗹𝗹𝗲𝗿 𝘄𝗼𝗿𝗸𝘀𝗵𝗼𝗽: 1. Focus on depth, not breadth 2. Create a memorable centerpiece activity 3. Dedicate ample time for reflection and debrief 4. Use visual metaphors to unlock deeper insights 5. Balance structure with spontaneity --- 𝗪𝗵𝗮𝘁'𝘀 𝘆𝗼𝘂𝗿 𝘀𝗲𝗰𝗿𝗲𝘁 𝘀𝗮𝘂𝗰𝗲 𝗳𝗼𝗿 𝗶𝗺𝗽𝗮𝗰𝘁𝗳𝘂𝗹 𝗼𝗳𝗳𝘀𝗶𝘁𝗲𝘀? Share in the comments - let's learn from each other! 👇 #TeamBuilding #Leadership #Workshops #ScaleupLife #EggDropSurvivors --- I'm Hugo Pereira. I'm the co-founder of Ritmoo and a fractional growth advisor who has taken businesses from $1m to $100m+. I love building purpose-driven, resilient teams. Follow me to master growth, leadership, and teamwork. My book, "Teamwork Transformed," arrives in 2024.

Great CEOs don't sell vision. They align maps. When Sam Altman recently described his day-to-day work, I understood it as "aligning maps at scale inside the company." This isn't about ensuring everyone memorizes the same mission statement. It's about navigating the reality that each team naturally develops its own map of the world—with different landmarks, terrain, and paths forward. Engineering sees mountains of technical challenges. Product sees rivers of user needs. Sales sees forests of customer objections. Marketing sees fields of positioning opportunities. The failure mode is obvious: teams working diligently but toward contradictory destinations. Each following their own perfectly reasonable map, yet moving the company in opposing directions. Great founders recognize this cartographic diversity isn't a bug—it's inevitable. The CEO's job isn't to force everyone onto a single map, but to ensure these different maps can translate to one another. When this works, magic happens: → Product understands engineering constraints without adopting them as limitations → Engineering appreciates customer pain without getting lost in implementation details → Sales sees the product roadmap through a lens that maintains credibility with clients → Marketing articulates technical complexity in ways that highlight genuine differentiation This alignment creates a superpower: teams that make decisions autonomously yet coherently, without constant executive intervention. In AI companies particularly, the gap between researcher maps and business maps can become chasms. One team plots possibilities in mathematical terms while another navigates market realities in commercial terms. The founders who excel don't just communicate their own map more forcefully. They become translators between maps, helping each team understand how their territory connects to others. Early in your journey, expect to redraw these translations constantly. That's normal. The skill is ensuring that at each stage, teams can navigate between their different understandings. Vision is fundamentally about creating a world where different maps align without requiring you in every room where decisions happen. #startups #founders #growth #ai

Sales folks, take note! Spamming a target company's employees with your services and requests for meetings will result in your company making its way onto a buyer's blocklist. As a buyer in the localization industry, I receive dozens of emails and LinkedIn requests every single day from vendors looking to showcase translation, AI, QA services, and more. It's not humanly possible to give personal replies to every outreach. When vendors can't get through to me, they often reach out to everyone on my team... and sometimes to many others across my company. I'd love for this practice to stop. It wastes valuable company time and makes a vendor appear desperate and non-strategic. Here's what to do instead: 1. Appeal to ego! Invite a target company’s decision-maker to a panel, or start a vlog series and ask buyers to appear and discuss industry topics. It’s also a great opportunity to reposition your company as a thought leader. 2. Offer genuine insight, not just services. Share a case study, white paper, or benchmarking data that’s actually useful to the buyer’s role, and do it without a sales pitch. 3. Build a reputation before you build a pipeline. Comment thoughtfully on posts. Contribute to community conversations. If you consistently show up with value, you’re far more likely to get noticed. 4. Target smarter, not broader. Don’t shotgun your message to an entire company. Learn the org. Understand the buyer’s scope. Then send one well-researched, personalized note that shows you actually did your homework. 5. Focus on mutual value. Can you help solve a known pain point or offer perspective on something changing in the market? Frame your outreach around collaboration, not consumption. 6. Use timing to your advantage. Keep tabs on when companies are hiring for roles associated with your offerings, launching in new markets, or attending conferences. That’s when buyers are more receptive to new solutions. 7. Lead with generosity. Offer a no-strings-attached resource, intro, or suggestion that doesn’t benefit you directly. Reciprocity is a powerful trust builder. And please! Don't ever ever call me on the phone! ;)

People will most enthusiastically follow a leader who has a vision for the future that is better than their own. But how do you create that vision? Here's a straightforward guide to get you started: Understand your team's desires: → Ask questions. ↳ What drives them? ↳ What do they want to achieve? Align your vision with those desires: → Find common ground. ↳ Make sure your vision isn't just about the company, but also about the people in it. Communicate clearly and consistently: → Use simple language. ↳ Avoid fancy jargon. ↳ Be transparent about your goals and how you plan to achieve them. Show progress regularly: → Share updates. ↳ Celebrate small wins. ↳ Keep the momentum going. Be adaptable: → Listen to feedback. ↳ Adjust your vision if necessary. ↳ Stay committed to the end goal but flexible in your approach. When we worked on a major cybersecurity project, I made sure everyone understood not just the technical aspects, but the larger impact we were making. That clarity and shared purpose kept us united and motivated. Try these steps with your team. Craft a vision that resonates, and you'll see a more engaged, enthusiastic workforce. What's one way you've aligned your vision with your team's desires? Comment below and let's learn from each other.