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Intro and overview of Wizerize Leadership Simulations and their applications
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www.wizerize.comContact Gritt [email protected] +1 (917) 488 5115
MaxiMize the effeCt of traininG proGraMs usinG
LeadershipsimuLation
Improve cross-cultural collaboration and conscious decision-making
Tell us your learning objectives and we will turn them into a Leadership Simulation
Improve balance and effectiveness of individual leaders and leadership teams
Tailor-made leadership simUlaTioNs
Tailor-made leadership simUlaTioNs
Tailor-made leadership simUlaTioNs
Tailor-made leadership simUlaTioNs
LearnIng objecTIve: improve Leadership effectiveness
The pressure on individual leaders to keep their priorities balanced in a stressful daily work life is becoming an increasing challenge.
The What a Day! simulation helps individual leaders fine-tune their priorities to achieve maximum effectiveness. It also generates valuable insight into the strengths and weaknesses of leadership teams.
GeneraL Leadership effectiveness traininGa global corporation uses What a Day! in its talent program. Participants play the simulation online, and qualified facilitators carry out the debriefings in training sessions.
neW manaGers’ proGrama global corporation uses What a Day! as a key element of its new Managers’ Program. In this case, new leaders play individually online and are debriefed in virtual meetings.
top manaGement conferencea global corporation used What a Day! to make discussions and reflections about leadership behavior concrete and tangible. 300 players in teams of 3.
mBa proGrammeWhat a Day! is regularly played at business Schools as part of Mba and other leadership programs.
appLications of What a daY! (eXaMPLeS)
a quiCk overview of What a daY!
professor albert angehrn, Director of caLT (centre of advanced Learning Technologies) & InSeaD business School (Paris, France)
for individuaLs: feedback, inspiration and tools for improving personal leadership balance.
for Groups: new insights and inspiration for improving overall effectiveness by better balancing different leader-ship behaviors.
for corporation: new insight into the corporate leadership culture and ideas for targeted follow-up initiatives.
deveLopment partner
a short video introduces the scenario. the participants face three competing challenges that all demand immediate attention.
1
all behavior is measured and reported in relation to eight performance indicators. this feedback plays an important part in the debriefing.
4
During the simulation, different people will call you or can be contacted. they will ask you to make various decisions, and these decisions influence how the story develops.
3
when a group has completed the simulation, the team analysis reveals different behavioral patterns. this insight can be used for reflec-tion as well as follow-up initiatives.
6
the simulation takes place from a desktop, where information about the challenges can be found via e-mails, documents and dialogue (via 100 prerecorded video calls).
2
the debriefing provides food for thought about how we, as leaders and as a company, balance:• Time & Attention mgmt• Opportunity & Problem mgmt• People & Motivation mgmt
5
LearninG outcomes
”What a daY!” user feeDBaCk
“Very realistic simulation of our daily management life”
“An excellent reminder to balance listening and acting”
“Challenging, relevant and entertaining experience”
“I got the impression that the video was done exclusively for my responses”
“Very realistic, as stressful as real world”
“The quality of the personal report is excellent“
overall relevance of the experience for your job?
gaining relevant Learning & Insights? (compared to traditional leadership competence development programs)
“A quick exercise to highlight our blind spots and make us aware of areas of improve-ment“
“The value is more in the debriefing meeting than the exercise itself”
“I would love to see more challenges like this that we can tackle online and practice!”
“By far the best learning session in (company)”
unsatisfactorY
LoWer vaLue
exceLLent
hiGher vaLuesimiLar vaLue
1 5Would you recommend this experience to a colleague?
100% no 100% Yes
4.3
4.9
4.3
appLication exampLe:
participants play “What a Day!” individually and meet in groups for debriefingparticipants complete the simulation individually before meeting in groups of 12-30 for a facilitated feedback session. this session is based on individual results and group data provided in a personal report for each participant.
it takes about 40 minutes to complete the simulation, and the group feedback session usually lasts around half a day.
Group feedback session (3.5 hours)individual online simulation (35-40 minutes)
invitation, instructions and login are e-mailed to all participants.
participants must com-plete the simulation be-fore a certain deadline.
the feedback session is facilitated around a couple of strong learning points.
(a full facilitator kit, including detailed instruc-tions, presentations, etc., is provided.)
a virtual facilitator guides the experience and col-lects input on questions related to the simulation.
each participant receives a personal report and all the participants in a session are benchmarked against each other.
the results also reveal different behavioral patterns in the group.
participants use their own computers to complete the simulation. (internet connection and sound needed.)
all insight is used for reflection and discussion in smaller table groups and in plenary.
the session focuses on the motivation for change and introduces frame-works and tools to help improve performance.
appLication exampLe:
30 – 1,000 participants complete “What a Day!” as a team exercise at a large meetingthe simulation is completed by teams of 2-3 people who play together on a laptop. the facilitated feedback session instantly incorporates the specific feedback into a 3-4 hour integrated learning experience.
v simulation and debriefing completed as one integrated experience
the scenario and the three challenges are introduced in plenary.
each team receives instant feedback, and all teams arebenchmarked against each other.
the participants play in teams of 2-3 to a laptop.
(internet connection or local network needed.)
the debriefing combines results, learning points and tools for improving performance.
the teams have to discuss and agree on their decisions.
the debriefing also includes time for company-specific reflection and discussion.
appLication exampLe:
participants complete “What a Day!” as an individual online experience including the full debriefing (any group size)the individual participants complete the simulation by themselves within a specified period of time. the simulation takes about 40 minutes and the virtual debriefing 1‒– 1.5 hours. the experiences and reflections of all the participants in a program are shared through a reporting website.
v full learning experience completed online – including the personal debriefing
invitation, instructions and login are e-mailed to all participants.
the virtual debriefing also includes learning points and frameworks – shared through a couple of videos.
the participants use their own computers to complete the simulation. (internet connection and sound needed.)
players are benchmarked against each other on the scoreboard.
the reporting website provides access to personal results and lets participants share com-ments and reflections.
a virtual facilitator guides the experience and shares and explains your personal resultsimmediately after the simulation.
we also provide a facilitator website where the program owner can follow progress and get access to individual results and team analysis data in real time.
LearnIng objecTIve: improve coLLaBoration and decision-makinG
achieving effective collaboration across cultures, business units and geographical sites has never been more demanding. The eagle racing simulation is a fun and engaging team experience. During the session the participants will experiences many of the pitfalls of collaboration themselves – but they will also be provided with valuable tools to work around the challenges and how to improve. The experience include room for company specific reflections and assessments of cultural strengths/weaknesses.
corporate traininG proGrameagle racing is used to upgrade collaborative decision skills across all leaders. rolled out in regional sessions of 12-30 people led by internal facilitators
top manaGement conferenceglobal corporation used eagle racing as a team-building exercise and to improve cross-company collaboration. 150 players in teams of five or six.
mBa proGrammeeagle racing is regularly played at business Schools as part of Mba and other leadership programs.
episodicaL Game…a business school professor uses eagle racing as a “virtual training tool”. each week, players receive a new episode and they can only use digital media to reach a consensus.
appLications of eaGLe racinG (eXaMPLeS)
a quiCk overview of eaGLe racinG
professor albert angehrn, Director of caLT (centre of advanced Learning Technologies) & InSeaD business School (Paris, France)
for individuaLs: improved understanding of own habitual tendencies, and inspiration and tools for improving collaboration skills.
for Groups: a fun and engaging team experience that gives deeper understanding of the pitfalls of collaboration.
for corporation: awareness of corporate behavioral patterns and suggestions on initia-tives to improve and avoid pitfalls.
deveLopment partner
eagle racing is an interactive story that centers around a fictitious rac-ing team. the first video ends with a dilemma, and the participants are asked to make a difficult choice.
1
the experience of failure/imperfec-tion is a trigger to induce some strong learning points and introduce valuable collaboration tools.
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the simulation is designed to “lure” participants into some very com-mon pitfalls of collaboration.
3
an important part of the experience is to identify ways to improve collaboration – as individuals and as a leadership team.
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after the collective decision has been made, the story proceeds with 3 dilemmas – meaning that eagle racing has 1 beginning but 8 very different endings ranging from di-saster to success.
2
the sessions include a number of assessments of company specific strengths and weaknesses related to collaboration
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LearninG outcomes
Main appLiCations of eaGLe racinG
teamsTable groups of 4-6 people
technoLoGY reQuirementseach team needs access to a laptop to complete the simula-tion and receive feedback.each participant needs an individual voting device (most suppliers supported).
The facilitator needs a laptop with PowerPoint and a projector/screen.
all participants (teams and facilitator) need to be connected to either the Internet (if run from a cloud server) or a local net-work (for large groups if the Internet is not an option).
timerecommended: 2-3 hours
WiZeriZe supportWe can support large meetings with our SaaS (Software as a Service) solution or deliver a turnkey solution at any location in the world.
If you prefer the SaaS solution, our engineers will assist in defining the technical specifica-tions of the solution.
We can either supply an expert facilitator or provide your own facilitator with the necessary materials and training.
teamsTable groups of 4-6 people
technoLoGY reQuirementsStand-alone laptop/Pc connected to a projector screen
timerecommended: 2.5-3 hours
WiZeriZe supporta full facilitator kit is provided for this application, including detailed instructions, presentations, etc.
eagle racing for 12-30 participants
eagle racing for 31-1,000 participants
LearnIng objecTIve: >>> insert Your LearninG oBJective<<<
With experience of hundreds of workshops and conferences and over twenty-five customised Leadership Simulations in our portfolio, we are more than capable of developing an effective solution for pretty much any learning objective. The odds are that we can tailor elements of tried and tested solutions to meet your specific challenge.
Here are 3 examples for your inspiration.
The bid is about winning an important contract.
The game is based on videos, where we see fictitious colleagues fighting to win the bid. From time to time, the video and players must decide how to tackle a tough dilemma.
Some choices are right; others are wrong. This is revealed after the voting.
Typically, 30-35% fail on each dilemma, meaning that around 80% fail on at least one dilemma. The direct feedback and tough competition help bring attention and provide insight into some of the critical phases in a bidding process.
Teams of 6-8 people compete to win a scenario (fictitious or real) presented by a customer team. each team has to cooperate to truly understand the situation and reveal hidden facts. all teams sub-mit a final proposal (on webcams), which are evaluated in terms of “customer value” and “Strategic Partnering” by competitors and the customer team.
Teams receive detailed feedback on both their proposal and their behavior, and the process encourages reflection on team-work. The overall learning points center on the different aspects of gaining customer insight, strategic selling and building strategic partnerships.
“The voldavian challenge” is a game framework which can be adapted to many different purposes.
“voldavia” is a fictitious country where the former dictator has just died. The country now wants to catch up with the rest of the world by looking for “public-private partnerships”. Teams compete to be the partner of choice. However, whether they are competing to reduce heart disease, improve service standards or replace the national car fleet depends entirely on the target audience.
Tailor-made leadership simUlaTioNs
Tailor-made leadership simUlaTioNs
Tailor-made leadership simUlaTioNs
Tailor-made leadership simUlaTioNs
Brain efficiencYBrain perspectiveLeadership simuLations reach parts of the brain that other learning methods cannot reach
Business simuLations the ultimate tool for accelerating change
Leadership simulations provide an immersive environment that requires our attention and brings all of our resources into play. they are by nature motivating, as we all want to do well, and this engages our very powerful emotional systems. in addition, the realistic scenarios acti-vate pathways in the brain that pro-cess meaningful material, providing a strong foundation for memory. the additional element of learning by doing brings the information into our entire brain and body, with rep-resentation in a great many brain regions. these pathways cement the learning in ways that concep-tual knowledgedoes not. simula-tions also spark creativity, as the rules for achieving the goals force
us out of familiar ways of thinking and we must draw forth intuitive resources to navigate the unfamiliar waters. novelty, uncertainty, an-ticipation, and a sense of urgency produce neurotransmitters, notably dopamine, which enhance both motivation and learning. in short, they are a wonderful way to provide an effective and engaging mode for gaining competencies and improv-ing on-the-job performance.
Brain expert, andrea sullivan, m.a.Brainstrength.net
Business perspective
to be effective in a challenging business world, we depend on tried and tested patterns. these patterns allow us to make a lot of decisions in a very short time span – with almost no real thinking involved. however, this extremely human way of acting also comes at a price: it makes it hard for us to change.even when we agree with guiding principles, new strategies or new information that we want to implement, it can be very hard to change our behaviour. in a Leadership simulation, we work with a realistic scenario where the situations we manage and the people we relate to are similar to our own experiences. Best of all, the entire situation, the
people around us, the competitive elements and the learning environ-ment allow us to experiment with-out any real risk.simulation is only part of the ex-perience. each participant is given individual feedback and a chance to relate the experience to their own working life. the key to learn-ing and changing behaviour comes during the reflection points and debriefing, which provide a chance to stop and analyse our own be-haviour.
a simulation experience challenges us deeper than a normal meeting or interaction, and helps us to reach a more profound understanding of what we need to change and why.
