In the face of low employee morale, tepid collaboration, drooping productivity, and other workplace woes, team building offers a powerful salve—and one service is taking a refreshing approach to this essential strategy. James Bennett, cofounder and CEO of Firefly Team Events in Orange County, California, shares insight into his company and how synergetic antics can spark a more unified workforce.
Would you describe what your organization does?
Firefly Team Events creates awesome virtual and in-person events designed to bring out the best in teams, letting employees connect and explore culture using play. We are all about fun. For instance, we arrange scavenger hunts, pickleball tournaments, BattleBots-style fights between remote-controlled cars, all kinds of game shows, Mural Madness sessions—in which an experienced artist leads people in making graffiti art—and so much more. Most of our events begin with a brief icebreaker to get everyone’s energy flowing, and if prizes are involved, we wrap up with an elaborate awards ceremony.
We believe in catering to the client, so we encourage business leaders to talk to us about their needs and company to help them select the craziest, funnest, and most impactful occasions. We serve small businesses, but we’ve also worked with some heavy hitters in the corporate world, including Dell, Netflix, and Sony.
What are the key benefits of investing in team building?
Helping people bond builds vulnerability-based trust, and trust is the foundation of any high-performing team. When you combine fostering relationships with play—as we do—it’s like a mega power boost that magnifies the effects, resulting in a more unified and even productive crew.
That’s why team building should be part of the foundation of every company. Many leaders don’t think to do it until there’s a lag in morale or performance, and while it might get people smiling for a while, it’s not going to fix those deep-rooted issues. Instead, they should use it as an ongoing maintenance tool, keeping their employees connected and happy. This can help prevent interpersonal conflict, loss of motivation, and other serious signs of a disjointed staff.
How might one of your events assists with this?
In all our offerings, we utilize the experiential learning model—or learning by doing—to help draw meaning out of a group’s experience. For example, if a team wants to work on a specific skill like communication or collaboration, then our Level Up workshop is a fantastic fit. We call it our Swiss Army knife of team building.
In these events, our facilitators use games and activities that are sequenced to help address a certain topic or need. They are lots of fun, but their true purpose is to provide a safe, encouraging way for people to interact. Facilitators will ask questions to get participants to reflect on what worked, what didn’t, what can they take forward into the next challenge, and how can they apply everything they’ve learned to their tasks in the workplace.
How does remote work complicate team building?
You might think it’s hard to bring people together if you manage a hybrid or remote team, but proximity is not actually essential to getting to know others. If it was, then every in-person work environment would be inherently more bonded. In reality, it’s possible to sit next to a coworker for two years and never learn that much about them. We at Firefly Team Events believe that connection follows the cycle of meet, learn, relate. And guess what: none of those require you to be standing next to someone.
A problem that remote work does add to the mix, though, is that talking requires greater intention. It’s not going to happen as naturally as it would in an office thanks to fewer chances for spontaneity. The classic water-cooler collision is a great example of where physical location can lead to talking. There’s not really an equivalent in the remote space.
What, then, should business leaders do to help foster connections?
If you really want to unite a remote team, create what I call “pockets of conversation.” These are opportunities for people to intersect and get to know each other. Sure, you might already schedule regular meetings or coworking sessions, but you also need to set up times when your team members can just talk and pursue stronger relationships. These conversation sessions, alongside team-building events, are directly tied to creating empathy and understanding—two core factors that help us relate with other people.
How would you advise those who aren’t seeing results from their team-building activities?
To get the most out of these efforts, you have to stop and ask yourself, Why do I need this in the first place? Trying to use a team-building activity without understanding your main impetus can cause more harm than good. After all, people and teams are complex in their own ways, so a one-size-fits-all solution won’t be overly effective no matter the “why.” Instead, the key is to take a personalized approach that suits your unique culture. And make it fun! That is the best way to reap results from these events.
For more info, visit fireflyteamevents.com
TAKE ACTION:
Reflect on any company culture challenges within your organization, and arrange ongoing team-building events that could better address these concerns.
Christian Gainer (general manager) and Jim Miller (marketing manager and Santa’s Helper) of Santa’s Village, a popular theme park in Jefferson, New Hampshire, discuss what sets the family-owned seasonal enterprise apart in a crowded industry.
Who founded Santa’s Village?
Christian: Normand and Cecile Dubois, who were entrepreneurs in nearby Lancaster. In the early 1950s, they owned a successful dry-cleaning business, yet something was missing. One day, they were driving down Route 2 when a deer jumped in front of their car; their toddler, Elaine, excitedly asked if it was one of Santa’s. Inspired, Normand purchased the land in Jefferson where the deer had crossed for $900 and opened a theme park in 1953 with just three entertainment attractions. Elaine is my now seventy-five-year-old mother, and the park is run by me, my sister, and her husband.
Is your location a positive or negative for your business?
Jim: It’s both! Being located in the White Mountains, we get visitors primarily from New England but also from all over the country. However, there aren’t a lot of supporting businesses around us—a few hotels and a couple of restaurants—so people usually take a road trip to get here. Our challenge is to make that drive worth it, which is why we’re committed to creating a premium theme park experience.
Christian: The average guest comes from around two hours away and is doing so with children. That shows what kind of attraction we are. And once first-timers get here, they quickly realize they’ll return. It’s not a one-off type of park: people are usually starting or continuing a long-time tradition. “Pure Joy. Family Style.” isn’t just our brand tagline; it drives everything we do.
Speaking of, who is your target audience, and how do you encourage such revisits?
Jim: Our focus is on families with kids from ages two to twelve, but generations often visit together. Everybody thinks their kids outgrow Santa at a certain point, but we like to say that you never outgrow Christmas or fun. And that’s what you find here. We have a lot of visitors who have been coming for ten years or more.
We chose our tagline because of how clean, joyful, and nostalgic our park is. With most others, people try to do as much as they can, wait in long lines, and pay expensive prices for food, whereas it’s the exact opposite here. Guests will occasionally ask me how long it takes to get through everything, and I always tell them you don’t “get through” Santa’s Village—you take your time enjoying yourself.
Christian: To Jim’s point, our park encourages more of a leisurely day savoring each other’s company on clean, beautiful grounds. One way we foster this vibe is by only selling online tickets and setting a capacity every day, which makes it easy to have fun without feeling crowded or experiencing FOMO. In addition, our employees aren’t going to get overwhelmed, allowing them to treat guests with kindness and patience.
Was there a risk in limiting daily capacity?
Jim: We discussed it for a long time. But around a decade ago, we realized that it was possible to be too popular when we were totally overrun by guests at our annual New Year’s Eve party. So we started limiting the event’s attendance the next year, and that made it so much more pleasant for everybody.
We likewise discovered that we were noticeably more popular on Saturdays than Sundays during the holidays and eventually put a limit on those days as well—and it completely leveled out attendance across the weekend. Remarkably, we still get the same number of paying guests in December, if not a little bit more, which is counterintuitive from a business perspective.
How is being family owned advantageous?
Jim: We couldn’t have limited capacity if we were trying to satisfy private-equity investors or stockholders, who want to collect as much money as possible. When the owner-operators are really involved with the business, they can pivot their focus and prioritize the visitor experience. That’s ultimately how this place succeeds.
Christian: That’s exactly right. It’s not necessarily about profit margins and dividends. We have a different business approach and culture that have worked for over seventy years, and it bonds our team and fosters retention. Our youngest employees start at age fourteen and will sometimes work here through college, and our longest-tenured employee has been with us for over fifty years.
Christian, do you ever feel the temptation to sell to a larger theme park operator?
Christian: On frustrating days, the temptation is sometimes there. Trying to make over five hundred employees and hundreds of thousands of guests happy can be a lot. But when I reflect on why I’m doing it, that temptation disappears. Honestly, being third-generation owners of the park and growing up in it, this isn’t just a business to my sister and me. We don’t even like to say that we’re “owners” of Santa’s Village; we prefer to call ourselves its caretakers. Our family pride goes very far, and we take the sacrifices our parents and grandparents made seriously—we know what we must live up to. So, no, we won’t sell.
Santa’s Village is open just eight months a year, and only daily for about ten weeks of that, yet you’ve succeeded for decades. How do you do it?
Christian: We don’t have the margins that other theme parks have, but we make it work. A lot of our employees wear different hats, we’re very efficient in what we do, and by putting out a premium product, we can charge a bit of a premium price for admission. We don’t need any sales gimmicks such as discounts to entice people to come here.
Jim: When you look at all the five-star reviews we get, you’ll see that many of them mention how friendly and helpful the staff is, which shows that it’s as great a place to work at as it is to visit. If you make people feel that way, then you don’t need huge margins to succeed: its all about the park and the experience. That’s what makes Santa’s Village a unique business.
For more info, visit santasvillage.com
Succeeding in business requires pouring your creativity, resources, and time into developing new ideas that set you apart from the competition. And, in some cases, they even may be novel enough to warrant protection in the form of a patent. Explore the basics of this tool, why it can be valuable, and how to apply for one.
In a nutshell, a patent gives an individual the right to exclude anyone else from making, selling, or utilizing a creation for a certain period without permission. It is granted by the United States Patent and Trademark Office (USPTO) and can cover original or improved manufactured goods, machines, designs, and processes as well as newly invented or discovered plant varieties. However, there are four conditions any of these must meet to qualify:
Once approved, the patent typically lasts for fifteen to twenty years from the date of application, depending on the type, at which point the invention enters public domain. Only in rare cases may this time frame be extended.
It’s important to know the three categories of patents, each of which serves a different purpose. In certain cases, you may need to apply for multiple ones to protect both the functionality and design of your creation.
Utility
The most common type of patent, utility, is granted for an invention that offers a useful function, such as a machine, process, or article of manufacture (i.e., a manmade product). It also covers compositions of matter, or something formed from two or more ingredients that exhibits properties not found in those ingredients separately—a newly synthesized chemical compound, for example.
Design
A design patent, on the other hand, is provided for inventions that are ornamental in nature, such as the shape or surface decoration of a product. These are not relegated to creative industries but can be given for anything that features a novel look, including fonts, packaging, and furniture. The Statue of Liberty even had a design patent!
Plant
Lastly, you can get a specific patent for new varieties of plants that are distinct, stable, and asexually reproduced. Note that while you can apply for one regarding a plant you discovered, you must have found it in a cultivated area to qualify.
Essentially, a patent is your ticket to preventing others from copying your ideas and capitalizing on your hard work, which offers numerous advantages for start-ups and veteran businesses alike. The first is an increased ability to maintain a competitive edge in the marketplace. Being the only organization to sell an innovative product or use groundbreaking equipment indicates to customers that what you offer can’t be found anywhere else, encouraging them to choose you over others. (Hence why you should tout this fact wherever and whenever you can.) Securing a patent can also level the playing field, providing small businesses with the legal protection they need to compete against larger, more established ones.
Additionally, if your invention has the potential to be licensed, sold, or commercially exploited, obtaining a patent can significantly increase its value. The exclusivity gives you leverage in negotiations, whether you’re selling your business, attracting investors, or looking for partners. And for those wanting to scale, licensing your patent to other companies could provide an extra revenue stream. This is especially relevant for small businesses seeking to expand without taking on too much risk or overhead.
Applying for a patent can seem like a daunting task, but it doesn’t have to be. The key is to be as prepared as possible, doing research into all the various components you will need to consider. For instance, you’ll want to begin with a patent search to verify that your invention hasn’t been publicly disclosed by anyone else. Then determine which type of patent to apply for, assess whether you need international protection, and decide if you want to start with a provisional application—an inexpensive way to establish a filing date, which will be the start date of your patent upon approval of a nonprovisional application.
Just as important is looking into the numerous fees associated with applying for and holding a patent. You will have to pay one for the application, patent search, examination, and issue and publication along with miscellaneous others as applicable. Further, you’ll be responsible for maintenance fees, paid about every four years; if you miss a deadline, you can lose your patent.
For a full picture of the filing process, consult the comprehensive guide offered on the USPTO website. It may also be wise to enlist the services of a patent attorney, who can help you understand the nuances and produce a clear application that meets the legal requirements set by the USPTO.
Despite the complexities and high costs of obtaining one, a patent is an invaluable asset that can safeguard your innovation. With such peace of mind, you can direct your efforts toward capitalizing on it, creating a strong sales strategy and new revenue opportunities to turn it into a profitable venture.
TAKE ACTION:
If you have a unique invention or design, consider consulting with a patent attorney to explore the possibility of filing for patent protection.
Emerging technologies, shifting trends, and new consumer habits are constantly reshaping industries, challenging business leaders to adapt with agility and foresight. In this way, leadership is never static—it demands ongoing refinement of your skills, tactics, and objectives to stay ahead in a dynamic world. That’s where lifelong learning comes in. By remaining committed to pursuing opportunities for growth, you can gain a strategic edge that may significantly impact the success of your enterprise.
At its core, lifelong learning is the continuous, self-motivated pursuit of knowledge and skills for your personal and professional development. It goes beyond formal education to encompass all possible learning experiences, including courses, reading, hands-on practice, and interaction with others. And it doesn’t matter whether you’re just starting out or have a business that’s been operating for decades—every leader should prioritize such improvement. Consider this: If you ended up needing a procedure, would you be content with a surgeon who relied only on what they learned in medical school thirty years ago? Or would you want one who continually took on fellowships, attended conferences, studied new techniques and equipment, and networked with other doctors?
Though a surgeon’s initial studies may last for over a decade, their education doesn’t simply stop once they graduate, and the same should be true in business. No matter your current level of experience, you can’t be closed off to new possibilities but rather open to different viewpoints, practices, and skills. After all, the choices and changes you make directly influence your organization’s growth, culture, and capacity for innovation. So why not take every step you can to make sure those moves are the right ones?
The advantages of pursuing lifelong learning are multifaceted, positively affecting your company at just about every level. Here are only a few of the many that you stand to gain.
Increased adaptability
The reality is that technology and consumer behaviors are constantly evolving, and if you want to avoid falling behind your competitors, you need to be proactive rather than reactive. By adopting a learning mindset, you’ll be more driven to stay informed on relevant advancements in your industry so you can identify the opportunities they bring to enhance your company’s efficiency and performance.
Just look to perhaps the biggest innovation disrupting sectors recently: artificial intelligence (AI). While some may have reservations about it, others are plowing full steam ahead, making it essential for you to understand and experiment with the tools available in order to keep up. Chatbots, for instance, can engage with customers in real time to answer frequently asked questions or process orders. Try one with your website, and you could free up your employees’ time to focus on other important tasks.
Healthier company culture
Similarly, employee needs are always changing, and what they’re looking for in their employers isn’t the same as it was twenty years ago. Many now seek leaders who are more approachable and transparent, valuing open communication and honesty; this means regularly sharing company updates, providing constructive feedback, and being open to opinions from the team. By staying attuned to these shifts, you can adjust your leadership style accordingly to foster greater trust and accountability, which can ultimately lead to higher motivation, engagement, and productivity.
Enhanced decision-making skills
Effective leadership often comes down to making informed decisions while under immense pressure, and lifelong learning can help sharpen—or keep sharp—the skills necessary to make those decisions with confidence. For example, taking seminars on critical thinking and problem-solving techniques can improve your ability to quickly assess situations, identify key factors, and weigh potential outcomes. Likewise, seeking feedback on your negotiation and conflict-resolution abilities may better enable you to handle high-stakes discussions with clarity and efficiency. The more you work on managing stress and staying focused under pressure, the better you’ll be able to stay level-headed and make rational choices when needed.
More networking opportunities
Learning environments are natural hubs for creating connections. In fact, the people you meet while taking a course or attending a conference can be just as valuable as the teachings themselves. When you gather with other executives, you’re surrounded by like-minded professionals who share your desire for growth, and these interactions can lead to new ideas for enhancing your processes or managing your team or even partnerships that can benefit your organization in the future.
First and foremost, being a lifelong learner means remaining curious about the world and staying open to opportunities for growth. But it also requires being deliberate in seeking out information essential to helping you develop as a leader and grow your business. Fortunately, there are numerous avenues through which you can boost your knowledge.
Though it might seem impossible to work dedicated learning into your already packed calendar, the key is to find ways to integrate it into your routine rather than treating it as an add-on. For instance, get in the habit of using periods of downtime, including commutes and workouts, to listen to audiobooks or podcasts by leaders in your industry. By starting small, you’ll gather nuggets of wisdom throughout your day that you can apply to your role and organization. You can then set realistic goals for engaging in opportunities requiring greater commitment, such as completing one professional development course every quarter or attending two industry conferences a year.
In a world where change is the only constant, lifelong learning is the foundation of effective leadership. By investing in your growth, you’re not just building your business—you’re better ensuring its sustainability in an environment that is in constant flux.
TAKE ACTION:
Find a podcast or audiobook related to your field, and work listening to it into your daily routine.
