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Here are a range of activities which have been put together to help you move from exploration to pragmatism. Although you are a practical organisation don't be tempted to rush to the solution-ising part. Just as you experienced on the CTFT Workshop, some things take time to explore so be patient and allow your team to get involved in the activities and to own the process themselves.

The majority of the activities culminate in the move to action. You’ll notice though that the lean is towards helping the team to uncover what they can do to make a difference. That doesn’t mean that you won’t also come away with actions but it can’t all rest on your shoulders…this is about creating the future together, so helping everyone foster responsibility for their experience and encouraging them to play their part is vital to your collective success.

What we have provided you with is a range of core activities, part of your job is to develop this into something more rounded. However long or short your session is you'll need a beginning, a middle and an end; that’s when it feels most satisfying!

Each of these serves a different purpose:

  • Beginning: Create intrigue/excitement and underline the purpose
  • Middle: Your chosen activity/activities
  • End: Key messages and next steps/actions

The first activities focus on the narrative and are similar to ones you explored in the workshop. We then drill down into each component of the narrative and provide a range of activities to deepen engagement and understanding. 


Our Story

Our Pride and Purpose

“We’ve always been innovators. We continue to improve urban environments and deliver value for landlords, while helping brands successfully connect with people.”

Our Current Reality

“The world is changing faster than ever and we need to evolve our outlook, our advertising propositions and the way we work, in order the lead the way in creating the future of media, out of home.”

Our Opportunity

“Our people and culture are the foundation of our business. It is what differentiates us. Our potential is limited only by our ability to transform and positively disrupt ourselves. By bringing together our energy, open minds and hands-on pragmatism, we will deliver the tech-fuelled change we need to succeed as an advertising business.”

Our Rationale

“The advantages are clear: a dynamic, progressive and united organisation in which we all play our part: an enjoyable, challenging and yet supportive place to work; a successful, growing advertising business that builds upon the past to create an exciting, long term future.”


Activity: Owning the story (20-30 mins)

Purpose: to share the narrative with the team

  • Share the CTFT Narrative with your team ahead of a team meeting/team event.
  • Ask them to make notes on what they like, what makes sense, what doesn’t, any reservations they have.
  • Ask group to share their thoughts giving each person a turn at sharing their thoughts (do this in two smaller groups if necessary).
  • Identify where there might be barriers to owning this narrative.
  • Ask: What happens if we don’t engage with this?
  • Identify what you can do as a team to bridge the gap and drive relevance for the team to help people to own the story of the future.
  • Create a plan for action

CREATING THE FUTURE TOGETHER

Here are a few of the activities from your CTFT workshop which you could run with your team:

Activity One: Today’s Weather Report (15 mins)

Purpose: to identify what is currently working and what isn’t and needs attention

  • Share the Today’s Weather Report Worksheet
  • Ask the team reflect on current change they are experiencing and to use the worksheet to note what is currently working well for them, what needs improvement and what needs active attention by placing their observations along the spectrum from sunny to rainy
  • Depending on the size of your team, either ask everyone to share as a whole group or split them into pairs. Talk through their Weather Report
  • Create a plan for personal and collective action

Activity Two: Our Purpose (20 mins)

Purpose: to clarify why we exist personally and collectively within Clear Channel

  • Ask the team what the Clear Channel Purpose is (beyond making money, why does Clear Channel exist?) Write it down on a flipchart/whiteboard
  • Ask the team what purpose you collectively serve in helping Clear Channel fulfils its purpose, vision and strategy - Write it down on a flipchart/whiteboard
  • Ask the team why it matters that we are clear on what our purpose is
  • Ask the team to contemplate their personal purpose in helping the team and Clear Channel to achieve their goals
  • Ask each individual to share their purpose, make a note of where the themes/overlaps exist
  • Ask team for their observations in having done this exercise

Activity Three: Circles of Control/Influence (20 mins)

Purpose: to determine what is within our control and influence

  • Share the Circles of Control describing the Universe’s Business as things over which we have not control, Their Business being things we can influence but not completely control and My Business as things totally within my control
  • As the team either individually or collectively to make a list of things that are causing them frustration at the moment
  • Put each frustration into a category depending on the level of control/influence
  • If they did the activity individually, ask them to pair up and talk through with their partner focusing on what they can now move forward. Or if working as a team, work through collectively
  • Cement a plan for action
  • Plenary - ask each person to share an action they are going to take

Activity Four: Connections (20 mins)

Purpose: to understand what old connections we need to let go of and what new ones we need to make

  • Explain that as things are changing, we individually and collectively will need to let go of some of our old connections to people, places, processes and habits in order to create new ones that are supportive of the future world.
  • Share the Connections Worksheet and, working in pairs, ask the team to note what connections belong in the past and which in the present and future
  • Collate thoughts on a flipchart and review
  • Discuss as a team how you can work together to let go of the old and establish the new
  • Ask for volunteers within the team to be the champion of each new connection. Their job is to keep consciousness raised by reminding themselves and their team mates (and you!) of the need for the new connection and to provide support if needed
  • Add to agenda for next meeting to review progress

Our Pride and Purpose

Activity One: Innovation in our Team (15-20 mins)

Purpose: To uncover the ways in which you are currently innovative and how you can work together to create innovative solutions to current issues.

  • Explore with your team the innovations you have made in:
  • The way you work together?
  • The way you work with other teams?
  • The service you provide?
  • Agree on a current challenge that you are facing across the team.
  • In pairs/threes everyone comes up with the most unpractical, blue-sky, unrealistic, impossible to achieve solutions to this issue. Nothing is a no!  
  • Do this for 5 mins or so.
  • Staying in pairs/threes, ask them to select one of their ideas to explore what about it might be possible, how they could make it a viable idea.
  • Come back as a group and share the more realistic version of the ideas.
  • Agree how you can take these ideas forward.

Activity Two: What is innovation? (15-20 mins)

Purpose: To develop a greater understanding of what innovation is, why it matters, what it is for us and how we make it a constant part of what we do.

  • Explore different definitions of what innovation means.
  • Use one or two of the following ideas as a starting point for a discussion.

Practise your group coaching/facilitation skills using (some of) these questions: 

  • What stands out about this take on innovation?
  • What do you agree with?
  • What’s important for you in defining innovation?
  • Can we create a definition of innovation that is relevant for us, how we work, what we do?
  • Why is innovation important for Clear Channel?

Ideas for Starting Points

  1. Business Dictionary  

    The process of translating an idea or invention into goods or a service that creates value or for which customers will pay. To be called an innovation, an idea must be replicable at an economical cost and must satisfy a specific need. Innovation involves deliberate application of information, imagination and initiative in deriving greater or different values from resources, and includes all processes by which new ideas are generated and converted into useful products.

    In business, innovation often results when ideas are applied by the company in order to further satisfy the needs and expectations of the customers.

     
  2. It all comes down to dots.

    In his manifesto, Stop Stealing Dreams, Seth Godin wrote how students today are educated in “collecting dots. Almost none of it spent teaching them the skills necessary to connect dots. The magic of connecting dots is that once you learn the techniques, the dots can change but you’ll still be good at connecting them.”

    In his
    famous commencement speech, Steve Jobs said: 

    “You can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something–your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.”

    Sir Richard Branson has a mantra that runs through the DNA of his companies. The mantra is A-B-C-D - Always Be Connecting the Dots.

Activity Three: Clear Channel, Pride and Innovation (10 mins)

Purpose: To recognise how Clear Channel is already innovative and how we build on that for the future

  • Ask the team to take turns in answering this question:
    • What Clear Channel innovations are you most proud of?
  • Encourage them to think big and small and to describe with as much detail as possible what it is about this particular innovation that brought it to their minds, why it makes them feel proud.
  • Ask the team what they need in order to think/behave/be more innovative and what needs to happen to make that a reality.

Our Current Reality

Activity One: Our Changing Industry (30mins)

Purpose: To understand the need for evolution and what that means for our future

  • Share one or more of the interviews here with your team
  • Ask for their reactions/responses
  • Break into pairs/threes and ask: What does this mean for us as a whole business and also us a team?
  • Come back together and pool thoughts
  • Back in pairs/threes, ask: What’s one thing could we change about the way we do things that would deliver more of what our customer/s need from us as a business? And how do we support that as a team in what we do?
  • Come back together and share ideas
  • Final question: What do we need to do and who do we need to influence to make a difference in this?

Activity Two: Case Studies/Cautionary Tales (30 mins)

Purpose: To understand the impact of stasis

  • Explore the case studies here
  • Depending on the size of your team, either do this activity as a whole group, or divide into three groups and ask each group to look at one of the case studies.

Questions to provoke and promote discussion:

  • What’s the moral of this tale/these tales?
  • What can we take from this/these that’s relevant for our business?
  • What barriers to change/ innovation/ evolution might we have as a business?
  • And as a team?
  • What do we need to do to overcome these within our team?
  • What’s most important to focus on first?

Our Opportunity

 

Activity One: The Change Curve (30 mins)

Purpose: To understand the stages of the Change Curve and how it might be impacting us

  • Share the Change Curve
  • Either talk through (use your workbook to support you if necessary) or get the team to explore the signs/symptoms and needs of each of the stages of the change curve
  • Every person plots themselves on the curve. 1 spot for where you are with the idea of the transformation that’s taking place and 1 for where you are with the reality of it
  • In pairs/trios discuss what they can do to help themselves move through the curve
  • Share ideas and see where the themes are

Activity Two: The Strength of our Team (20 - 30 mins)

Purpose: To recognise what makes you great as a team and how that is a foundation for the future

  • As a whole team or in smaller groups create lists of the following:
    • What are we great at as a team?
    • What is going to help us to transform and positively disrupt ourselves?
    • What could get in our way?
    • What can we do as a team to mitigate those barriers?

THE RATIONALE

 

Activity One: What’s our story? (20-30 mins)

Purpose: to develop your own version of the narrative

  • How do we take the essence of this narrative and make it resonate most for us?
  • Either discuss as a whole group or divide into threes: What do these things look like for us?
    • dynamic, progressive and united organisation?
    • a successful, growing advertising business that builds on the past to create an exciting, long term future
    • an enjoyable, challenging an supportive place to work?
  • Share thoughts back as a whole group
  • Some questions to stimulate discussion:
    • Which parts of this are most important for us?
    • What are we easily able to see in our day to day?
    • What is more difficult to see?
    • What would help to close the gap?
    • What can we do to make the gap close?

Activity Two: Let’s keep talking…

Purpose: to evaluate the effectiveness of the session/s and to decide how to keep the conversation alive

  • Ask the team to share their thoughts on:
    • What about the workshop worked well for them?
    • On a scale of 1-10 (1 = low, 10= high) how relevant was the workshop for them?
    • Anything that they would have liked more/less/differently?
    • How do we keep our vision, story and culture front of mind?
    • Lots of different ways you can share this:
      • Ask the questions and then take turns to share responses as a whole group
      • Write answers on post-it notes and place in four separate areas, divide into 4 groups to report back the themes
      • Break into smaller groups to discuss thoughts and then report back themes
  • Close the session with deciding on next steps