Nigel Atkins

Event Management

Teambuilding and Corporate Activities


Teambuilding Programmes

The objective is not to test physical strength or endurance. Nothing is compulsory, everything is achievable and this part of the course is not designed to discriminate on the grounds of age, size, gender or physical ability.

Physical Attributes

No specific physical attributes are usually required and the activities are not over-demanding in the physical sense. The emphasis is on the importance of effective planning, communication, time management and the challenges do not rely upon physical strength or stamina, which means that everyone can take an active and meaningful part. They will place more demand on your skills in managing situations rather than strength, toughness or other physical attributes.

The physical activities are entirely voluntary, there is no pressure on anyone to undertake any activity which they feel would be unwise. However if individuals do have any concerns about their physical capacity to participate, they can discuss this in advance with the tutor team and seek medical advice.

Programme Design

Nigel has over twenty five years experience of event design in-house for a wide range of blue-chip companies.

Previous projects have included everything from extensive team-building programmes to product launches, new store openings, company mergers and fun incentive packages. If you have an idea for a bespoke element to complement a training programme, Nigel has the expertise and experience to make it work for you.



A Teambuilding Programme……

or a one off team building event?

If a company is going to choose once a year to have just a fun activity day or a teambuilding day, it has to be better than nothing!

Whether it works and/or whether they get anything out of it is a risk, it's teambuilding by chance as opposed to teambuilding by design. i.e. we discuss with you in detail your requirements, then design and deliver an event to meet those needs.

Certainly when we have worked for clients two or three times, we know what they want, we understand their company, where they are going, their staff and of course each teambuilding event builds on the last one. An on going programme allows us to do this. It also allows you to see a change, a beginning, a middle and an end – you then see the benefits back at work.

You can do a fun one day teambuilding event and maybe somebody will pick up on it, maybe they won’t; maybe they’ll go back to work and make a change, maybe they won’t….

However, if we run a structured programme where we see the clients before, run the event then go back afterwards and say ‘Right, what did you learn from the event? Changes can then be made at work?’

Do you need to:

A team building programme can be designed to suit your training needs.


Team Building Tools

Belbin, Myers-Briggs and The Strength Deployment Inventory

Belbin team roles describe a pattern of behaviour that characterises one person’s behaviour in relationship to another in facilitating the progress of a team. The value of Belbin team-role theory lies in enabling an individual or team to benefit from self-knowledge and adjust according to the demands being made by the external situation.

As a teambuilding tool, Belbin basically gives us eight plus one types of person we need in a team. As we know, a team does need different people doing things differently. You've got different people doing different things with a common goal in mind and Belbin very cleverly covers that by saying you need these different people;

·        You need people that will resource information

·        You'll need a chairman of the group

·        You'll need somebody that's going to be creative

You'll need somebody who's actually going to do it

This is a very good profile to actually see what type you are, what you prefer to do and you can help balance up a team. It also gives you sort of first, second and third types of role so if you’ve got three chairmen in a group for example and actually you only need one, then what's your next preference?


Belbin feedback will help you to:

·        Understand your own identity in terms of team roles

·        Manage your strengths and weaknesses

·        Learn how to develop your team roles

·        Project yourself in the best possible way

·        Work more effectively in teams


The Myers-Briggs MBTI tool is more about preferences and about how you feel about things. It looks at whether you are more practical or more emotional and very importantly to understand about motivation, why do you like doing things, what environment do you work best in?

All these tools are relevant, just different and what is possible is to cross-reference a couple to get more of a 3D approach. This helps people to understand themselves better, understand why they do what they do, why they are comfortable in certain situations, uncomfortable in others, get on with certain people and not with others.

There is no right or wrong, just different which is good, providing we understand, value, appreciate and recognise. People want to be appreciated, want to be valued with that feeling of self-worth and what makes them feel good, not for what makes you feel good. It can be a world of difference and could be the difference between failure or success.


Sample Programmes

1 day 'Introduction to Teamworking'

09.30hrs         Outline of day's activities.

Activity: Work in pairs to identify successes in their operational challenges (including behaviours) since last session. Link to the learning i.e. Belbin, Cogs ladder. Allow airtime for each person to highlight key success.

10.00hrs         High Performance Teams Reminder of the stages of team development. Activity: How and when we need to be a team. Split into small cross functional teams and by mix of Belbin type. Each group identifies key actions and behaviours. Share with whole group. Agree headline actions for the whole group

10.45hrs         Break

11.00hrs         Activity: Global Prospector

12.30hrs         Lunch

13.00hrs         Activity: Global Prospector - continuation

16.30hrs         Exercise ends

16.30hrs         Review: Identify key learning

17.00hrs         Event closes



2 day 'Working in Teams'

Day 1 – Wednesday

09.15hrs         Arrival & check in

09.45hrs         Introduction to team working

10.30hrs         Coffee

10.45 hrs        'Instant Find Exercise

12.45 hrs        Lunch

13.30 hrs        Review of exercise

14.15 hrs        'Interlink' Exercise

17.00 hrs        Exercise closedown & coffee

17.30 hrs        Review of exercise

19.00 hrs        Dinner


Day 2 – Thursday

08.00 hrs        Breakfast

09.30 hrs        'Rameses' Exercise

14.00 hrs        Exercise closedown & return to centre

14.15hrs         Coffee

14.30hrs         Review of exercise

16.00hrs         Event closes



3 day 'Working in Teams'

Day 1 – Wednesday

09.30hrs         Arrival & check in

10.00hrs         Introduction to team working

11.00hrs         Coffee

11.20hrs         Working in teams

12.00hrs         1st command task – i.e.: Electric Fence etc (2 x teams for 40 minutes)

12.40hrs         Review of task

13.00hrs         Lunch

14.00hrs         2nd command task (2 x teams for 40 minutes)

14.40hrs         Review of task

15.00hrs         3rd command task (2 x teams for 40 minutes)

15.40hrs         Review of task

16.00hrs         Break

16.30hrs         Leaders brief and planning for exercise ’Hike’ (2 x teams)

19.30hrs         Evening meal & continuation of planning

21.00hrs         Planning closes


Day 2 – Thursday

08.00hrs         Breakfast

09.15hrs         Exercise ’Hike’ (2 x teams)

15.00hrs         Closedown

15.40hrs         Review of exercise

19.00hrs         Evening meal


Day 3 – Friday

08.00hrs         Breakfast

09.00hrs         Exercise ’Bond’ (1 x team)

13.00hrs         Exercise closedown & lunch

14.00hrs         Review of exercise

16.00hrs         Event closes