JET Magazine
check our 2016 Catalgue
check our 2016 Catalgue
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
WE USE EXPERIENTIAL<br />
LEARNING TO ACCELERATE<br />
THE PROCESS OF BUILDING<br />
RELATIONSHIPS AND<br />
TEAMWORK.<br />
Catalogue<br />
2016 SEE<br />
INSIDE<br />
our fantastic range<br />
of experiential learning<br />
activities to choose<br />
from, for your next<br />
team building or<br />
training day.<br />
Website: www.jupitereclipsetraining.com<br />
Email: info@jupitereclipse.com<br />
Address: 24,301 street,Apt 2,New Maadi,<br />
Cairo,Egypt Phone: +202-27048862
Our recent customers Include<br />
Our recent customers Include
ABOUT<strong>JET</strong><br />
30 ICEBREAKERS AND<br />
STARTERS<br />
30<br />
MIN<br />
Creating the right atmosphere at the start of a training session and breaking the<br />
ice is imperative to a successful session. We have 30 ways to guarantee success! We<br />
create a warm atmosphere and get participants interacting with ice breakers, that<br />
range from simply way of introducing everyone to each other, to more challenging<br />
activities that can introduce the theme of the meeting!<br />
LEARNING OBJECTIVES<br />
In 2002, we had an idea. Was there a place<br />
in the Middle East and North Africa (MENA)<br />
for a company that helped people learn to<br />
work together more effectively and become<br />
inspirational leaders? One that cajoled them<br />
out of their comfort zones and encouraged<br />
them to think freely, work collaboratively<br />
and make empowered decisions?<br />
We identified the need! And with the combination<br />
of our diverse backgrounds, crosscultural<br />
experience, mother/son generational<br />
awareness and huge amounts of<br />
shared passion, <strong>JET</strong> was born. From its inception,<br />
we have created experiential programs<br />
that give people hands-on learning<br />
experiences, help them discover themselves<br />
and each other, engage in open, honest,<br />
transparent communication and work<br />
effectively as a team.<br />
We design programs for people who come<br />
up with big ideas. And people who make<br />
them happen. For people who lead and for<br />
those that follow their leadership. We design<br />
these programs with a purpose that is<br />
simple, but powerful: improve every member<br />
of a team, give insight into team intelligence<br />
and you ultimately improve the organization<br />
itself.<br />
Many years later, with a much bigger team,<br />
we are still helping people to grow and succeed.<br />
We ask them to challenge the assumptions<br />
and habits they’ve nurtured through<br />
the years and work on bringing the human<br />
being back into business.<br />
Every day, we build teams, coach executives,<br />
enhance positivity, create leaders and make<br />
a difference. We enjoy earning our name: <strong>JET</strong>.<br />
40<br />
MIN<br />
33<br />
to get delegates mixing to reduce tension before a training session<br />
33<br />
to briefly introduce specific topics that will be covered<br />
33<br />
to break the ice and create a good atmosphere<br />
33<br />
to encourage participation and teamwork<br />
THE QUEST FOR GOLD!<br />
An excellent way to get teams working together! All sorts of skills are covered, including<br />
creativity, problem-solving, attention to detail and good time management.<br />
Winners get a gold medal!<br />
LEARNING OBJECTIVES<br />
33<br />
to build team bonds<br />
33<br />
to prioritise and manage tasks<br />
33<br />
to agree a strategy<br />
33<br />
to work together<br />
33<br />
to highlight the benefits of good organisation<br />
33<br />
to learn importance of matching individual’s strengths to appropriate tasks<br />
improving your performance | 4 improving your performance | 5
AIRBORNE!<br />
THE FLIGHT!<br />
1<br />
H<br />
This activity will give you a clear picture<br />
of participants’ problem-solving and team<br />
organisational skills. Teams coordinate an<br />
air-drop of emergency supplies. Eight crates<br />
need to be constructed, packed, loaded and<br />
parachuted in but fuel is short so choice of<br />
route and drop sequence is critical! Guaranteed<br />
to be a great hit with delegates!<br />
1<br />
H<br />
Demonstrates how teams react under pressure.<br />
Based on a real incident with a passenger<br />
airline, this activity provides an opportunity<br />
for teams to practice logical thinking and decision-making<br />
under pressure. At 15,000ft above<br />
the African desert with a timebase relentlessly<br />
announcing the passing minutes and passenger<br />
safety paramount, this is no time for dithering!<br />
LEARNING OBJECTIVES<br />
LEARNING OBJECTIVES<br />
33<br />
to define the problem facing the team<br />
33<br />
to split the overall task into mini-tasks<br />
33<br />
to delegate effectively and monitor<br />
progress<br />
33<br />
to coordinate all aspects of the task<br />
towards a clear objective<br />
33<br />
to jointly solve problems as an<br />
effective team<br />
33<br />
to make decisions under pressure without<br />
panic<br />
33<br />
to ask the right questions<br />
33<br />
to maintain a logical approach to problem<br />
solving<br />
33<br />
to take a number of constraints and<br />
variables into account<br />
33<br />
to plan a strategy carefully and accurately<br />
30<br />
MIN<br />
THE 30 MINS<br />
DEADLINE!<br />
Fast-paced, fun and highly participative<br />
organisational task - seemingly<br />
straightforward but full of pitfalls<br />
for the unwary! This activity demonstrates<br />
a whole range of skills - accuracy,<br />
attention to detail, time management<br />
and cooperation to name a few.<br />
In just 30 minutes the outcome provides<br />
an immediate measure of team<br />
performance.<br />
1<br />
H<br />
THE WORLD’S<br />
GREATEST ENGINEER!<br />
A teamwork activity focusing on problem<br />
solving, planning and practical<br />
skills. Team members will have different<br />
skills to bring to the task. They have<br />
to construct a model bridge that a cart<br />
(supplied) can travel over safely. To get<br />
the necessary resources teams need to<br />
solve a number of problems. Points are<br />
scored for a bridge’s height, length and<br />
creativity!<br />
LEARNING OBJECTIVES<br />
33<br />
to work in a team under time<br />
pressure<br />
33<br />
to communicate effectively with<br />
all members of the team<br />
33<br />
to share crucial information<br />
33<br />
to collate information speedily<br />
and accurately<br />
33<br />
to be aware of different team<br />
roles<br />
LEARNING OBJECTIVES<br />
33<br />
to practice joint problem solving<br />
33<br />
to work together on a clear set of<br />
objectives<br />
33<br />
to work harmoniously as a team<br />
33<br />
to optimise individual skills in<br />
the group<br />
improving your performance | 6<br />
improving your performance | 7
THE ULTIMATE<br />
TOWER!<br />
A BESTSELLER!<br />
1<br />
H<br />
A great activity to put teams under stress<br />
and see how they cope. It begins with uncertainty<br />
and if the teams make assumptions<br />
then it can all go pear-shaped. It’s all<br />
too easy to rush into a job without thinking<br />
about what is required.<br />
LEARNING OBJECTIVES<br />
33<br />
to stress the need for teams to have<br />
an initial planning session<br />
33<br />
to show the importance of focusing<br />
on the right objective<br />
33<br />
to highlight the dangers of making<br />
assumptions<br />
33<br />
to reward attention to detail and<br />
‘checking’<br />
33<br />
to reinforce the importance of customer<br />
specifications<br />
1.5<br />
H<br />
THE PHARAOH’S<br />
PYRAMID<br />
A BESTSELLER!<br />
Ever popular organisation task that highlights<br />
the usefulness of good teamwork.<br />
The Pharaoh wants a pyramid but where<br />
to build it, how long will it take, what are<br />
the costs? presentation is required with a<br />
scale model and a sales slogan. Can teams<br />
finish in time?<br />
1.5<br />
H<br />
THE SUNKEN TREASURE!<br />
A real teamwork challenge - fun, fast-paced,<br />
interactive and revealing! Teams need to<br />
solve a variety of problems and the information<br />
to do this is spread amongst them. They<br />
need to work effectively together to share<br />
data and recover the sunken treasure. A powerful<br />
activity for demonstrating the positive<br />
energy generated by high-performing teams.<br />
LEARNING OBJECTIVES<br />
2<br />
H<br />
THE CATAPULT ATTACK!<br />
Fun team activity that encompasses teamwork,<br />
planning, strategy, risk analysis - and<br />
an element of luck! Up to three teams plan<br />
to attack a castle with a trebuchet (or siege<br />
catapult) which they must first construct and<br />
test. The fourth team constructs a castle and<br />
works out a plan to disrupt the attackers by<br />
hiding archers in nearby woods. Carefully<br />
made plans are put to the test but as in real<br />
life things don’t always turn out as expected.<br />
LEARNING OBJECTIVES<br />
33<br />
to work as an efficient team<br />
33<br />
to communicate well within<br />
the team<br />
33<br />
to have a structure to the team<br />
objective<br />
33<br />
to manage time effectively<br />
33<br />
to be aware of the impact of a good<br />
presentation<br />
33<br />
to grasp the details of a challenging<br />
project<br />
33<br />
to work out a way of proceeding to<br />
get the job done<br />
33<br />
to identify and maximise the key<br />
skills within the team<br />
33<br />
to practice joint problem-solving<br />
33<br />
to share information<br />
33<br />
to formulate a plan and carry it<br />
through to its conclusion<br />
LEARNING OBJECTIVES<br />
33<br />
to give teams practice in planning<br />
and implementing a strategy<br />
33<br />
to allow teams to assess risk<br />
33<br />
test teams’ abilities to work together<br />
33<br />
to bond teams together in a joint<br />
enterprise<br />
improving your performance | 8<br />
improving your performance | 9
THE SOUTH POLE<br />
CHALLENGE<br />
3 +<br />
H<br />
A demanding but realistic activity that explores all the key management<br />
skills in planning a complex project - you’ll see teamwork in<br />
action, leadership issues, motivation at work, planning issues, time<br />
management, brainstorming, questioning, decision-making and presentation<br />
skills. The task? To plan an expedition to the South Pole.<br />
LEARNING OBJECTIVES<br />
33<br />
to plan a large project (to reach the South Pole)<br />
33<br />
to break a project into bite-sized chunks<br />
33<br />
to plan within constraints of costs, weight and weather<br />
33<br />
to practice leadership, motivation, decision-making, time<br />
management and teamwork<br />
CO-OPERATIVE<br />
TEAMWORK<br />
GRAVITY!<br />
LINKED BY INTERCOM!<br />
1<br />
H<br />
Fun teamwork activity highlighting the need<br />
for good communication skills and cooperation.<br />
Three teams work separately to construct<br />
one section each of a three-part runway to allow<br />
a ping pong ball to travel from one end to<br />
the other by gravity alone. But first they must<br />
answer a series of questions to obtain the necessary<br />
building resources. Teams have to work<br />
together to ensure a smooth run!<br />
1<br />
H<br />
Two teams are linked by intercom. Their problem<br />
is to get batches of eggs from Point A to<br />
Point B in Tanta. Unfortunately eggs break in<br />
transit especially over rough tracks (less breakages<br />
on the road!). Teams can help each other<br />
but they need good teamwork and communication<br />
skills. If you have four teams, two communicate<br />
by the intercom and two in writing. Who<br />
will perform best?<br />
LEARNING OBJECTIVES<br />
LEARNING OBJECTIVES<br />
33<br />
to work effectively within a team<br />
33<br />
to collaborate rather than compete with<br />
other teams<br />
33<br />
to plan communications before meetings<br />
33<br />
to communicate effectively with others<br />
33<br />
to experience how joint problem-solving<br />
leads to success<br />
33<br />
to work as a team<br />
33<br />
to communicate and share data with<br />
another team<br />
33<br />
to maintain good relations<br />
33<br />
to solve the problem of transportation of<br />
eggs<br />
33<br />
to plan a strategy carefully and accurately<br />
improving your performance | 10 improving your performance | 11
THINK STRATEGY<br />
1.5<br />
H<br />
A case study to test business analysis skills. Also provides<br />
an opportunity to practice presentation skills. In the role of<br />
consultants teams use SWOT analysis to review a company<br />
that manufactures rubber dinghies. Then they choose one<br />
of six given strategies for the way forward - and take turns to<br />
explain their reasoning.<br />
LEARNING OBJECTIVES<br />
1.5<br />
H<br />
THE GREAT MOON ESCAPE<br />
A BESTSELLER!<br />
Great exercise to develop competent teams and<br />
engender an environment of cooperation. Teams<br />
of lunar astronauts have various tasks to complete<br />
before blasting off from the moon. But at the last<br />
minute Houston drops the news of a faulty filter.<br />
Teams must jointly construct a new one which has<br />
to be tested before return to Earth is possible. Can<br />
teams work together to help each other escape<br />
being marooned in space?<br />
1.5<br />
H<br />
THE ITALIAN JOB<br />
A fun activity to demonstrate the benefits of collaborative<br />
working as teams jointly solve problems<br />
to achieve a win-win outcome. There has been an<br />
audacious heist in London. Teams are one of four<br />
police divisions out to catch the villains. By sharing<br />
the load they have a chance of solving this crime.<br />
Individual teams won’t take all the glory but they<br />
won’t take any at all if they can’t work together!<br />
LEARNING OBJECTIVES<br />
33<br />
to conduct a SWOT analysis<br />
33<br />
to work with facts, not fancies to identify from reports<br />
what is really going on<br />
33<br />
to think strategically about the market<br />
33<br />
to work as a management team on key decisions<br />
33<br />
to manage a construction process<br />
LEARNING OBJECTIVES<br />
33<br />
to understand a problem and set clear objectives<br />
33<br />
to solve problems jointly<br />
33<br />
to think logically and communicate with<br />
other teams<br />
33<br />
to collaborate for the common good<br />
33<br />
to work on a joint construction project<br />
33<br />
to cope with time pressure<br />
33<br />
to identify the benefits of team cooperation<br />
33<br />
to ask the right questions to get valuable data<br />
33<br />
to work on solving problems and interpreting<br />
data<br />
33<br />
to communicate effectively with others<br />
33<br />
to see the importance of honesty and trust<br />
when negotiating<br />
33<br />
to understand the need for tight budget<br />
control<br />
improving your performance | 12<br />
improving your performance | 13
MANAGING CHANGE<br />
3-4<br />
H<br />
THE LEISURE PROJECT<br />
A BESTSELLER!<br />
Develops key business skills in a fun and exciting business simulation.<br />
Teams bid for one of four hotels and then study the accounts of their chosen<br />
hotel. It’s not good news! But they have six ‘quarters’ to turn the business<br />
round by making key decisions on room price, staffing, wages, marketing<br />
and service quality. At the same time they must deal with various<br />
challenges. Highest profit wins!<br />
LEARNING OBJECTIVES<br />
1.5<br />
H<br />
Announcing change as a fait accompli and expecting<br />
staff to accept everything wholeheartedly and without<br />
question may not be the best approach.<br />
Two teams represent separate courier companies who<br />
have just merged. The third team represent manager<br />
who realize that the merger has thrown up some problems<br />
and so change is required. While working on their<br />
delivers teams 1 and 2 are observed by team 3. Team<br />
3 discuss what they have noticed about the system<br />
(which is not ideal) and decide what change should<br />
be made. They then stop the teams to present an improved<br />
method to the workers and implement changes<br />
(including making two people redundant) the way they<br />
do it can make all the difference do they include the<br />
teams in the process or do they simply TELL them? Will<br />
it end in mutual acceptance or outright hostility? Hold<br />
on to your hat! Uniquely allows participants to experience<br />
the change process and report on their feelings<br />
– and opens up into a wider discussion on a range of<br />
issues around managing change.<br />
33<br />
to analyse previous performance in a business<br />
33<br />
to analyse financial reports to get control of the numbers<br />
33<br />
to develop a business model and seize opportunities<br />
33<br />
to understand your market<br />
33<br />
to be able to deal with day to day crises<br />
LEARNING OBJECTIVES<br />
33<br />
Why people fear change<br />
33<br />
To involve people in the preparation for change<br />
33<br />
To implement change with minimum disruption<br />
33<br />
To understanding the change process<br />
PIZZERIA<br />
A BESTSELLER!<br />
MR IAMCLEVER AND<br />
MISS KNOWITALL<br />
3-4<br />
H<br />
Ideal to test business acumen and develop teamwork skills. Teams compete<br />
to run the most profitable pizza takeaway in the mythical European city of<br />
Villeburg. Decisions on pricing, product quality, staffing, market research, advertising<br />
as well as a poster and pizza box design determines who wins. And<br />
teams can expand the business by opening longer hours and introducing<br />
motorcycle deliveries!<br />
LEARNING OBJECTIVES<br />
3<br />
H<br />
Teams make business decisions with the aim of running<br />
a profitable Restaurant.Information is input into a computer<br />
program representing the marketplace which<br />
allocates market share depending on team decisions.<br />
Mr lamClever and Miss Knowitall offer advice on how<br />
to grow the business - but are they worth listening to?<br />
Great for teamwork and to test business acumen. Simple<br />
to use.<br />
33<br />
to analyse basic financial reports<br />
33<br />
to set profit margins<br />
33<br />
to work as a management team<br />
33<br />
to define and serve a target market<br />
33<br />
to compete in the marketplace<br />
33<br />
to run a small business over six quarters<br />
LEARNING OBJECTIVES<br />
33<br />
to see if teams have any business sense<br />
33<br />
to test teams decision-making skills<br />
33<br />
to practice teamwork skills<br />
33<br />
to develop basic entrepreneurial skills<br />
improving your performance | 14 improving your performance | 15
THE CLUB HOUSE<br />
3-4<br />
H<br />
A great activity to test and develop key business skills. As new owners of<br />
an ailing sport and leisure club, teams learn about its falling membership,<br />
the state of the facilities, the weak management, staff grumbles and declining<br />
profits. Something needs doing - and quickly! Before considering<br />
what to do they study customer feedback. Should they add new facilities<br />
such as tennis courts, squash courts or golf course? But it all needs capital<br />
investment. Time to see the Bank Manager.<br />
LEARNING OBJECTIVES<br />
33<br />
to assess the current state of a business<br />
33<br />
to realise the value of listening to customers and their needs<br />
33<br />
to see that innovation and change is crucial to any business<br />
33<br />
to understand financial statements (P&L/Balance Sheet)<br />
33<br />
to practice capital investment<br />
33<br />
to manage expansion positively<br />
REACHING CONSENSUS!<br />
BUILDING BLOCKS<br />
4-5<br />
H<br />
MAKE A FORTUNE!<br />
Sophisticated business simulation that will stretch the very best in commercial<br />
acumen and general management. Teams run a hi-tech business<br />
providing handsets for online access to the latest sport, health and diet<br />
news. They need to evaluate their business, review variables such as prices,<br />
stock, staff pay, marketing and then plan their strategy as a team to<br />
outstrip competitors (the other teams). With a few calculated risks they<br />
could, very quickly, make a fortune! On the other hand...<br />
1<br />
H<br />
A chance to practice basic negotiation skills.<br />
Negotiation needs forward planning and the<br />
setting up of fall back positions. Teams are able<br />
to practice planning a flexible approach where<br />
they can compromise and give and take in order<br />
to reach a win win outcome. Working with<br />
others, rather than against them in an adversarial<br />
way, often leads to success.<br />
LEARNING OBJECTIVES<br />
1<br />
H<br />
One of <strong>JET</strong> classic negotiation exercises<br />
which tests teams ability to work together.<br />
Teams assemble a model of Stonehenge<br />
from wooden blocks but they must buy or<br />
swap blocks with other teams or the facilitator<br />
in order to do so, with limited cash. A fun<br />
exercise which enables participants to practice<br />
their negotiation and influencing skills.<br />
LEARNING OBJECTIVES<br />
LEARNING OBJECTIVES<br />
33<br />
to see the importance of planning and forecasting<br />
33<br />
to analyse financial information<br />
33<br />
to understand the costs and risks of expansion<br />
33<br />
to be proactive in business<br />
33<br />
to manage costs<br />
33<br />
to deal with a set of typical management issues<br />
33<br />
to put negotiating skills into practice<br />
33<br />
to ensure everyone is well briefed<br />
on the facts<br />
33<br />
to establish fall back positions<br />
33<br />
to take cultural differences into<br />
account to develop consensus<br />
decision-making<br />
33<br />
to practice some basic bargaining and<br />
negotiating skills<br />
33<br />
to formulate a plan but keep it flexible<br />
33<br />
to plan a negotiating strategy<br />
33<br />
to be assertive and forceful but not aggressive<br />
33<br />
to ensure everyone in the team has a<br />
well-defined role<br />
improving your performance | 16 improving your performance | 17
2<br />
H<br />
A DIFFERENT STRATEGY<br />
An ideal introduction to negotiation skills, this activity allows participants to prepare for and<br />
then conduct a challenging negotiation which tests and develops negotiating strategies. Set<br />
in a retail context, buyers are seeking to purchase a product that has done well in the past but<br />
they have specific needs in terms of quantities and colours. Sellers are keen to sell but they<br />
have old stock they would like to shift first and the colour match is not ideal. How can they<br />
each get what they want, or close to it?<br />
LEARNING OBJECTIVES<br />
30-50<br />
MIN<br />
QUATTRO!<br />
Perfect for introducing a topic, stimulating in-depth<br />
discussions, assessing team knowledge and drawing up<br />
Action Points.<br />
There are four independent titles in the series. Each title<br />
comprises three sets of cards that teams work through.<br />
33<br />
True/False cards<br />
33<br />
Activities cards<br />
33<br />
Round Robin cards<br />
33<br />
to allow teams to practice their negotiating skills<br />
33<br />
to allow for good pre-planning<br />
33<br />
to let teams draw up fall-back positions<br />
33<br />
to stress the need for teams to assess their negotiating partners<br />
33<br />
to emphasise the need for negotiations to be win win not win lose<br />
Teams discuss the cards and decide on the True/False<br />
cards. They make a note of their responses and these are<br />
discussed at the Debrief.<br />
A great introduction to these four topics:<br />
33<br />
Teamwork<br />
33<br />
Personal Effectiveness<br />
33<br />
Managing Conflict<br />
33<br />
Customer Service<br />
improving your performance | 18<br />
improving your performance | 19
HOW TO INFLUENCE?<br />
2<br />
H<br />
2<br />
H<br />
THE KEY TO LEADERSHIP<br />
Identifies key leadership qualities and exposes<br />
some leadership myths. Teams select attributes<br />
they think describe a good leader. The choices are<br />
then evaluated. True leadership is about someone<br />
being empowered to stand up and suggest a new<br />
way forward. Many of the attributes teams choose<br />
are in fact about management not leadership.<br />
What is the difference?<br />
LEARNING OBJECTIVES<br />
33<br />
to challenge participants ideas about<br />
leadership<br />
33<br />
to show the ‘traits’ approach is flawed<br />
33<br />
to illustrate the differences between a<br />
manager and a leader<br />
33<br />
to demolish some leadership myths<br />
33<br />
to champion the empowerment of staff<br />
and ‘thought leaders’<br />
THE EMERGING LEADER<br />
A leadership and teamwork activity that can<br />
be used to demonstrate the skills required by<br />
a nominated leader and to assess leadership<br />
in action and/or to observe who emerges as a<br />
leader (if anyone). Provokes a lively discussion<br />
about the qualities of an effective leader.<br />
LEARNING OBJECTIVES<br />
33<br />
to identify the attributes of a good leader<br />
33<br />
to see how a leader briefs and controls a<br />
team<br />
33<br />
to practice working under a leader<br />
33<br />
to see that leadership can have different<br />
styles<br />
33<br />
to plan the logistics of a task<br />
33<br />
to review the relationship of<br />
teamwork and leadership<br />
3 +<br />
H<br />
1<br />
H<br />
Explores different ways of influencing others and allows<br />
teams to practice newly acquired skills in a fun<br />
and confidence-building environment. We all try to<br />
influence people all the time, with colleagues, with<br />
suppliers, or discussing a contract. This activity provides<br />
an understanding of the techniques that help<br />
us to achieve our goals and objectives efficiently and<br />
more easily, ideally with a win-win outcome!<br />
LEARNING OBJECTIVES<br />
33<br />
to illustrate different methods of influencing<br />
people<br />
33<br />
to give teams practice at influencing others<br />
33<br />
to allow teams to assess video examples of<br />
influence in practice<br />
33<br />
to identify situations where influencing<br />
skills are useful<br />
CHARACTERISTICS<br />
OF A MANAGER<br />
An easy-to-use activity which provokes a lot of<br />
discussion as teams explore those attributes that<br />
combine to make an effective manager or team<br />
leader. They look at personal strengths, organisational<br />
and interpersonal skills. What is the right mix<br />
for a good manager? An ideal discussion activity<br />
for the start of any management training session.<br />
LEARNING OBJECTIVES<br />
33<br />
to identify the attributes of effective managers<br />
of team leaders<br />
33<br />
to appreciate the concept of the Learning<br />
of the “balanced” manager<br />
33<br />
to help managers reflect on their own<br />
strengths and weaknesses<br />
33<br />
to pinpoint areas for performance<br />
improvement<br />
improving your performance | 20<br />
improving your performance | 21
1<br />
H<br />
INNOVATE<br />
AND CHANGE<br />
Its commonly known that people in general react badly to<br />
change. They are often fearful of how it will affect them and<br />
their job. However change is not only inevitable but leads<br />
to progress. Innovative organisations are among the most<br />
successful. In this activity teams decide what innovations<br />
a business needs and then see the results of their actions.<br />
LEARNING OBJECTIVES<br />
1.5<br />
H<br />
THE FACTORY!<br />
A great introduction to key management skills,<br />
where participants experience first-hand what<br />
can go wrong under poor management. Participants<br />
represent Managers, Supervisors and<br />
Production Staff. When management receive<br />
a request for a couple of samples to be made<br />
up they brief the Supervisors and the Supervisors<br />
in turn brief the Production Staff. The lines<br />
of communication are short, the task simple,<br />
the deadline adequate - and yet the problems<br />
multiply exponentially!<br />
1.5<br />
H<br />
THE BLAMING GAME!<br />
Encourages staff to take responsibility for their<br />
actions and avoid the “blame game” when<br />
things don’t go to plan. High-performing<br />
teams don’t make it by accident. They know<br />
their key result areas, have stringent goals and<br />
are willing to take responsibility. This activity<br />
exposes all the excuses and paves the way for<br />
greater accountability and performance improvement<br />
at work.<br />
33<br />
to allow participants to assess an existing business<br />
33<br />
to give participants the opportunity to suggest<br />
possible changes<br />
33<br />
to encourage ideas on innovation and change<br />
33<br />
to demonstrate the positive outcomes of change<br />
33<br />
to give participants a framework and the confidence<br />
to look at themselves and their systems with a view<br />
to innovation.<br />
LEARNING OBJECTIVES<br />
33<br />
to highlight problems of communication<br />
at work<br />
33<br />
to stress the need for managers to be<br />
proactive<br />
33<br />
to focus on the skills of delegation and<br />
monitoring<br />
33<br />
to test managers ability to get things<br />
done through others<br />
33<br />
to remind managers to plan for deadlines<br />
LEARNING OBJECTIVES<br />
33<br />
to define what accountability is all about<br />
33<br />
to demonstrate the value of a pro-active<br />
and positive approach<br />
33<br />
to highlight the need for staff to take<br />
responsibility<br />
33<br />
to encourage empowerment and<br />
ownership<br />
33<br />
to identify how staff can become more<br />
efficient at work<br />
improving your performance | 22 improving your performance | 23
THE OLYMPIC TEAM<br />
VALUES AND ETHICS<br />
1<br />
H<br />
Sir David Brailsford introduced the concept<br />
of marginal gains when training the British<br />
Olympic cycling teams. The idea can be applied<br />
to staff in the workplace where just<br />
small changes in behaviours and attitude<br />
can lead to big steps in improved performance.<br />
Using anonymous responses gets<br />
to the heart of where improvements can<br />
be made.<br />
1<br />
H<br />
Explores the importance of values and ethics<br />
in the workplace. As we are constantly<br />
reminded, integrity within any organisation<br />
is more important than ever. Using an<br />
anonymous recording system participants<br />
have the opportunity to demonstrate their<br />
own personal and business values and<br />
reach consensus on what should be expected.<br />
SOFT - SKILLS<br />
TRAINING MODULES<br />
LEARNING OBJECTIVES<br />
LEARNING OBJECTIVES<br />
FEEDBACK & APPRAISAL<br />
33<br />
to look at roles and how aware staff<br />
are of their specific role<br />
33<br />
to assess individual’s knowledge of<br />
their key result areas<br />
33<br />
to test basic knowledge of the organisation<br />
to evaluate time management<br />
skills<br />
33<br />
to discover how good company communications<br />
are<br />
33<br />
to test participants’ personal and<br />
organisational values<br />
33<br />
to discuss questions of ethics and<br />
integrity<br />
33<br />
to draw up key values for the organisation<br />
33<br />
to identify danger areas if values are<br />
not upheld Just how ethical are people<br />
in your organisation?<br />
Feedback<br />
2 hours<br />
The Appraisal Game 2 hours<br />
INTERPERSONAL SKILLS<br />
Emotional Intelligence 1 hour<br />
Listening Skills<br />
1 hour<br />
Meetings! Meetings!<br />
1 hour<br />
The Assertiveness Game<br />
1 hour<br />
PLANNING<br />
Project Planning<br />
The Pharaoh’s Pyramid<br />
1.5 hours<br />
2 hours<br />
PROBLEM SOLVING AND DECISION-MAKING<br />
5 Steps to Good Decisions 1.5 hours<br />
Problem Analysis 1 hour<br />
improving your performance | 24<br />
improving your performance | 25
COACHING SKILLS<br />
COACHING & MENTORING<br />
3 +<br />
H<br />
A basic introduction to coaching skills. Teams<br />
learn not to be judgemental, that you must<br />
avoid TELLING others what to do and that the<br />
coach is not the expert but more of a guide<br />
and counsellor who needs to be able to listen,<br />
empathise and encourage.<br />
LEARNING OBJECTIVES<br />
33<br />
to understand the basic skills of coaching<br />
33<br />
to see the importance of establishing<br />
rapport<br />
33<br />
to realise that coaching is a two-way<br />
process to understand the need to<br />
encourage people to find their own<br />
solutions<br />
33<br />
to realise that a coach should ASK and<br />
not TELL<br />
3 +<br />
H<br />
This hands-on exercise provides a fun, nonthreatening<br />
environment in which to develop<br />
coaching skills. Good coaching is not easy - the<br />
coach needs an ability to listen, to demonstrate<br />
active listening, to show empathy, to be able<br />
to see things from another’s point of view as<br />
well as not being judgmental, all-knowing or<br />
the ‘expert’. To many people, coaching does not<br />
come naturally, but it’s easier once you know<br />
how!<br />
LEARNING OBJECTIVES<br />
33<br />
to illustrate some basic coaching skills<br />
33<br />
to stress the role of the coach as guide<br />
and mentor<br />
33<br />
to emphasise the key roles of listening,<br />
questioning and encouraging to identify<br />
the need for empathy<br />
33<br />
to point out that coaching is not about<br />
telling or being judgemental<br />
4 IN 1: ASSESSING<br />
KEY COMPETENCIES<br />
3 +<br />
H<br />
Four motivating, fun activities, ideal for assessing core competencies. Lasting<br />
60 minutes each, the following topics are covered: teamwork, decision-making,<br />
managing time and leadership. Observe and evaluate skills levels in a very practical<br />
way. Assessment forms and learning points handouts are supplied on CD<br />
for re-use<br />
5 IN1: ASSESS<br />
THAT TEAM!<br />
3 +<br />
H<br />
Five short sharp activities each lasting 40 minutes. Each activity has some calculations,<br />
some creativity, some logic and a construction element. Assessment<br />
Form included. Ideal to assess team skills.<br />
LEARNING OBJECTIVES<br />
33<br />
to allow teams to practice teamwork skills<br />
33<br />
to highlight time management skills<br />
33<br />
to test team competencies in action<br />
33<br />
to assess leadership skills<br />
improving your performance | 26 improving your performance | 27
1<br />
H<br />
THE TRAVEL COMPANY<br />
A BESTSELLER!<br />
Ideal for putting team decision-making skills - and customer care<br />
values -to the test. Teams represent the senior management of a<br />
successful travel company, but their Borneo Adventure group hits<br />
a series of problems. Teams need to evaluate each situation and<br />
make the right decisions to ensure customer morale is maintained<br />
without affecting profits.<br />
LEARNING OBJECTIVES<br />
33<br />
To practice a logical decision-making procedure<br />
33<br />
to understand that some decisions have unforeseen consequences<br />
33<br />
to be able to discuss different alternatives calmly<br />
33<br />
to deal with the unexpected<br />
33<br />
to practice balancing potential profit against customer<br />
satisfaction<br />
PEOPLE PROBLEMS<br />
1<br />
H<br />
CONFLICT<br />
RESOLUTION<br />
Effective organisations set up ways of dealing with inevitable conflicts<br />
at work before they escalate out of hand. This pack allows<br />
participants to focus on 10 examples of conflict and decide how<br />
they should be dealt with. Prevention is better than cure!<br />
1<br />
H<br />
New managers are often promoted because of their<br />
technical ability but as a manager a whole new set<br />
of skills is required. Chief among these is the ability<br />
to interact with, oversee and lead staff. This activity<br />
presents managers with 10 ‘people’ problems and assesses<br />
how well they deal with them.<br />
LEARNING OBJECTIVES<br />
LEARNING OBJECTIVES<br />
33<br />
to raise awareness of how conflicts can occur<br />
33<br />
to allow different approaches to be tried out and assessed<br />
33<br />
to highlight good practice to show a professional approach<br />
in dealing with conflict<br />
33<br />
to show how conflict situations can be minimised<br />
33<br />
to stress the need for an objective approach to<br />
staff problems<br />
33<br />
to show the importance of following correct<br />
procedures<br />
33<br />
to highlight the dangers of making assumptions<br />
33<br />
to demonstrate the importance of getting the<br />
facts before acting<br />
33<br />
to highlight the need for emotional intelligenc<br />
improving your performance | 28 improving your performance | 29
1.5<br />
H<br />
COMMUNICATION IS KEY!<br />
Highlights the basic rules for ensuring good communications at work - by<br />
email and through face-to-face meetings. We all know that email can lead<br />
to misunderstandings and that face-to-face can be useful but needs an<br />
agenda and good planning. Provides an opportunity for participants to<br />
demonstrate just how well they can communicate...or not!<br />
1.5<br />
H<br />
WHAT’S YOUR OBJECTIVE?<br />
Packed with learning and fun, this activity powerfully demonstrates the importance<br />
of setting realistic targets and completing work on time and in<br />
line with the main objective. Teams prioritise a number of tasks to decide<br />
which they will handle according to SMART objectives (Specific, Measurable,<br />
Attainable, Relevant, Timely). There are more than they can cope with<br />
so how will they decide which to do - and will they choose the right ones?<br />
LEARNING OBJECTIVES<br />
LEARNING OBJECTIVES<br />
33<br />
to practice communication between two remote teams<br />
33<br />
to realise the importance of avoiding making assumptions<br />
33<br />
to see some problems of email communication<br />
33<br />
to value face-to-face meetings as a way to maintain relationships<br />
33<br />
to see the importance of putting yourself in the other person’s<br />
shoes<br />
33<br />
to prioritice a number of tasks<br />
33<br />
to decide how many, and which ones, should be done immediately<br />
33<br />
to be aware of time and other constraints impacting on the tasks<br />
33<br />
to set and commit to a set of clear objectives (which tasks to do)<br />
33<br />
to implement the process and DO the chosen tasks<br />
33<br />
to be aware of the SMART process<br />
improving your performance | 30 improving your performance | 31
Testimonials<br />
1.5<br />
H<br />
LOST TREASURE OF ARABIA!<br />
A BESTSELLER!<br />
If you’re running a conference you want a bonding activity that has a<br />
great message. You want an energy-filled activity that is memorable<br />
and fun. You want a teamwork exercise that brings everyone together<br />
and shows them how to be part of one big team. You want a team challenge<br />
that wows everyone and that is fun and has lessons they can put<br />
into practice back at work. You want Lost Treasure Of Arabia!<br />
LEARNING OBJECTIVES<br />
33<br />
to work in a team together towards a common goal<br />
33<br />
to see the benefit of cooperation with other ‘departments’<br />
33<br />
to realise the crucial importance of openness, honesty and trust<br />
33<br />
to avoid inter-departmental rivalry<br />
33<br />
to work as one BIG TEAM<br />
“Without a doubt, this has been one of the best team building activities we took part of. We were<br />
challenged both mentally and physically and we had a great time doing it. <strong>JET</strong> delivered on not only<br />
matching our expectations, but surpassing them. We will surely be working with them again in the future.<br />
“ Thanks again guys!<br />
Helmy Abdel Rahim Area Talent Executive, North Africa British American Tobacco, Egypt<br />
Our experience with you was just perfect on so many levels. First, the team building idea itself and how it<br />
meets the brief we provided you with. It was inspiring, different and original. You managed to get everyone<br />
put on their creative hats.<br />
Then, the way you got everyone enthusiastic and excited about the fashion show team building was just<br />
full of positive energy which led to a fun memorable night that everyone enjoyed.<br />
Finally, your impact just pushed all team members to be as innovative and different as possible which<br />
made the competition much more entertaining<br />
Marwa Gomaa, Communications Director, Tetra pak Group<br />
This is the 4th team building event we do with <strong>JET</strong>, and the question we ask ourselves every year, “will they<br />
be able to top that great team building event?”, and the answer always is YES !!! Although we had a great<br />
great experience last year in Gouna, and although we spent sometime in the planning for this years event,<br />
<strong>JET</strong> for sure did manage to top last years event, and provide us with a great event this year. The exercise<br />
was not only creative and challenging and spot on to our field, which is centered around creativity, but it<br />
was absolutely fun for every single team member, and managed to let everyone off guard, and into a free<br />
creative frame of mind, that had no inhibitions or restrictions, which was obvious.<br />
Again <strong>JET</strong>, thank you for a great experience, and for an event that brought us all closer.<br />
Lina Fateen, General Manager, FP7<br />
We would like to show our appreciation to everyone at Jupiter Eclipse Group who made our team building<br />
event through the period from December 12 to December 18, 2013 so enjoyable and beneficial.<br />
Our main aim was to encourage teambuilding and for staff to get to know each other. This was definitely<br />
achieved. The feedback from the participants was fabulous. Everybody really enjoyed and got a benefit<br />
from the True Color Assessment. Moreover, everybody is happy with the Treasure Hunt Game. During this<br />
game, we focused on how the game paralleled our business and how much better the results could be if<br />
we collaborated better as an organization.<br />
Also I would like to take the opportunity to flag how much we appreciate Julie Ann’s great efforts on the<br />
coaching sessions. Her technical expertise is the key of the coaching success.<br />
Once again thank you for all your help and we would have no hesitations in referring you to other<br />
companies.<br />
My Best wishes for 2014.<br />
Brian Twaddle, Country Manager & Director, TransGlobe West Gharib Inc.<br />
improving your performance | 32 improving your performance | 33
CALENDAR 2016<br />
January<br />
February<br />
March<br />
Sun Mon Tue Wed Thu Fri Sat<br />
Sun Mon Tue Wed Thu Fri Sat<br />
Sun Mon Tue Wed Thu Fri Sat<br />
31 1 2<br />
1 2 3 4 5 6<br />
1 2 3 4 5<br />
3 4 5 6 7 8 9<br />
7 8 9 10 11 12 13<br />
6 7 8 9 10 11 12<br />
10 11 12 13 14 15 16<br />
14 15 16 17 18 19 20 13 14 15 16 17 18 19<br />
17 18 19 20 21 22 23<br />
21 22 23 24 25 26 27 20 21 22 23 24 25 26<br />
24 25 26 27 28 29 30<br />
28 29<br />
27 28 29 30 31<br />
April<br />
May<br />
June<br />
Sun Mon Tue Wed Thu Fri Sat<br />
Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat<br />
1 2<br />
1 2 3 4 5 6 7<br />
1 2 3 4<br />
3 4 5 6 7 8 9<br />
8 9 10 11 12 13 14<br />
5 6 7 8 9 10 11<br />
10 11 12 13 14 15 16<br />
15 16 17 18 19 20 21 12 13 14 15 16 17 18<br />
17 18 19 20 21 22 23<br />
22 23 24 25 26 27 28 19 20 21 22 23 24 25<br />
24 25 26 27 28 29 30<br />
29 30 31<br />
26 27 28 29 30<br />
July<br />
August<br />
September<br />
Sun Mon Tue Wed Thu Fri Sat<br />
Sun Mon Tue Wed Thu Fri Sat<br />
Sun Mon Tue Wed Thu Fri Sat<br />
31 1 2<br />
1 2 3 4 5 6<br />
1 2 3<br />
3 4 5 6 7 8 9<br />
7 8 9 10 11 12 13<br />
4 5 6 7 8 9 10<br />
10 11 12 13 14 15 16<br />
14 15 16 17 18 19 20 11 12 13 14 15 16 17<br />
17 18 19 20 21 22 23<br />
21 22 23 24 25 26 27 18 19 20 21 22 23 24<br />
24 25 26 27 28 29 30<br />
28 29 30 31<br />
25 26 27 28 29 30<br />
October<br />
November<br />
December<br />
Sun Mon Tue Wed Thu Fri Sat<br />
Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat<br />
30 31 1<br />
1 2 3 4 5<br />
1 2 3<br />
2 3 4 5 6 7 8<br />
6 7 8 9 10 11 12<br />
4 5 6 7 8 9 10<br />
9 10 11 12 13 14 15<br />
13 14 15 16 17 18 19 11 12 13 14 15 16 17<br />
16 17 18 19 20 21 22<br />
20 21 22 23 24 25 26 18 19 20 21 22 23 24<br />
23 24 25 26 27 28 29<br />
27 28 29 30<br />
25 26 27 28 29 30 31<br />
7 Jan Coptic Christmas Day<br />
7 Jul End of Ramadan<br />
14 Sep Feast of the Sacrifice Day 2<br />
25 Jan Revolution Day January 25<br />
8 Jul End of Ramadan Day 2<br />
15 Sep Feast of the Sacrifice Day 3<br />
25 Apr Sinai Liberation Day<br />
9 Jul End of Ramadan Day 3<br />
16 Sep Feast of the Sacrifice Day 4<br />
1 May Labor Day<br />
23 Jul Revolution Day July 23<br />
6 Oct Armed Forces Day<br />
2 May Spring Festival<br />
13 Sep Feast of the Sacrifice<br />
12 Dec Prophet Mohamed's birthday<br />
><br />
Index<br />
Less than 1 hour<br />
05 30 ICEBREAKERS & STARTERS<br />
05 THE QUEST FOR GOLD!<br />
06 THE 30 MINS DEADLINE!<br />
19 QUATTRO<br />
1 hour<br />
06 THE WORLD’S GREATEST ENGINEER<br />
07 AIRBORNE!<br />
07 THE FLIGHT<br />
08 THE ULTIMATE TOWER<br />
11 GRAVITY!<br />
11 LINKED BY INTERCOM!<br />
17 REACHING CONSENSUS!<br />
17 BUILDING BLOCKS<br />
21 CHARACTERISTICS OF A MANAGER<br />
22 INNOVATE AND CHANGE<br />
24 THE OLYMPIC TEAM<br />
24 VALUES AND ETHICS<br />
28 THE TRAVEL COMPANY<br />
28 CONFLICT RESOLUTION<br />
29 PEOPLE PROBLEMS<br />
1-1.5 hours<br />
08 THE PHARAOH'S PYRAMID<br />
09 THE SUNKEN TREASURE!<br />
12 THE GREAT MOON ESCAPE<br />
12 THE ITALIAN JOB<br />
13 THINK STRATEGY<br />
15 MANAGING CHANGE<br />
1-1.5 hours<br />
15 MANAGING CHANGE<br />
23 THE FACTORY!<br />
23 THE BLAMING GAME<br />
30 COMMUNICATION IS KEY!<br />
31 WHATS YOUR OBJECTIVE!<br />
32 THE LOST TREASURE OF ARABIA<br />
2 hours<br />
09 THE CATAPULT ATTACK!<br />
18 A DIFFERENT STRATEGY<br />
20 THE EMERGING LEADER<br />
20 THE KEY TO LEADERSHIP<br />
3+ hours<br />
10 THE SOUTH POLE CHALLENGE<br />
14 THE LEISURE PROJECT<br />
14 PIZZERIA<br />
15 MR IAMCLEVER & MISS KNOWITALL<br />
16 THE CLUB HOUSE<br />
16 MAKE A FORTUNE!<br />
21 HOW TO INFLUENCE?<br />
26 COACHING SKILLS<br />
26 COACHING & MENTORING<br />
27 4 IN 1 :ASSESSING KEY COMPTENCIES<br />
27 5 IN 1 : ASSESS THAT TEAM<br />
improving your performance | 34 improving your performance | 35
Egypt Office : 24,301 street,Apt 2, New Maadi, Cairo, Egypt.<br />
Egypt Phone : +202-27048862<br />
Dubia Office : Dubai Media City - Building 8, Office 97, Dubai, UAE.<br />
Dubia Phone : +9714-3474790<br />
Website : www.jupitereclipsetraining.com<br />
Email : info@jupitereclipse.com