• Use with any number
• Re-usable resource
• Fantastic value
• Very easy to facilitate
• Trainer’s notes for each activity

The benefits of 30 Icebreakers and Starters are:

• get delegates mixing, chatting and having fun
• create a relaxed, non-threatening and fun atmosphere
• make it easy to form teams, reduce inhibitions and encourage self-expression
• provide an opportunity to put some general teamwork skills into practice
• introduce specific issues such as problem-solving, attention to detail, creativity, organisation - and many more

• a range of key competencies in four separate skills areas
• to look objectively at their own competence levels
• to identify their strengths and weaknesses
• to continually assess their own contribution back at work

• to recognise the characteristics of a good team
• to make objective assessments of their own team performance
• to identify their strengths and weaknesses as a team player
• to identify team roles that play to their strengths

• to define the problem facing them
• to split the overall job into sub-problems and delegate appropriately
• to coordinate all aspects of the task towards a clear objective
• to maximise use of resources
• to use teamwork skills to maximise overall performance

• to brainstorm in order to decide what information is required
• to break a project into bite-sized chunks
• to establish the key factors around which to base plans
• to plan within given limits such as cost, weight and weather
• to manage time and resources (especially fuel)
• to co-operate with others and work as a team (and maintain morale)
• to collect and interpret data and information
• to review progress regularly
• to make a persuasive presentation for funds

• to adopt a decision making process
• to keep all team members on board
• to have clear objectives to guide decisions
• to make informed, evidence-based decisions
• to keep emotions out of the group decisions process
• ways to reach consensus

• the need to plan your communication
• to ensure unambiguity and accuracy
• to use active listening skills
• to check and qualify information
• to give information freely but accurately
• to work with another team cooperatively

• to listen more actively than normal
• not to read assumptions into communications
• to plan communications and to choose the right medium of communication
• the need for written communications to be clear and unambiguous
• the importance of face-to-face meetings to maintain relationships
• the importance of putting yourself in the other person’s shoes

• to be more aware of the different types of “problem people”
• to identify what constitutes unreasonable behaviour
• how to deal with difficult people – for example, to focus on the behaviour, not the person; to stay calm and to control anger
• when to confront issues about unreasonable members of staff who are affecting efficiency and harmony at work
• what a manager’s role is in dealing with difficult people