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Big Orange Slide

Tuesday, February 7th, 2012

Ultimate Engagement Strategies

August 18, 2010 by Miranda Voth

Illustration by Colin Craig

Grip strives to embody the principle of “the tighter the agency, the tighter the work.” It encourages all employees to engineer new ways to enhance company culture, and blow off a little steam. Recently, we were on the hunt for a team-building activity that was fairly non-competitive, has simple rules and could work co-ed, recognizing also that in our line of business sometimes it helps to run and throw things.

Ultimate Frisbee was a natural choice.

Given that our daily bread is creativity and strategy, we got pretty methodical about how we would execute our fun. On reflection, our experience contains some pretty decent insights into how to strategize engagement play of all kinds.

Step One: Draw them in.

Whether you’re playing Ultimate Frisbee or piecing together a brand strategy, the first thing you see is how hard it is to put teams together with dedicated players. In the case of our beginners’ Ultimate team, the initial all-staff email recruited enough men but we were lacking in female participation.

Engagement tactic: Get personal and reward participation.

We set up an invite to play on the team, and sent it exclusively to Grip women (there’s no easy email list for this, so they had to be added separately).  The subject line was, “Hey Ladies…need your help.”

From there, we tried to draw our targets in by proving the value of their participation on the team. Making your prospective team/brand participants feel like they fill a valuable role keeps them engaged. Also, we gave them t-shirts.

Let’s face it – free stuff never hurts.

Step Two: Navigate the barriers to participation.
Now that we had enough players for the team, we needed to make sure each game looked appealing and got full participation. This wasn’t always an easy task considering that on Thursdays our agency gathers for “beer o’clock”. Our barrier was chips and beer. That’s a tough one.

Engagement tactic: Give members a stake in the brand.

Our first move was to involve the team in naming themselves. Dialoguing bred familiarity right off the bat. “Ultimate Grip” may not have been the perfect naming solution in the end, but it democratized the team.

When the studio came up with a t-shirt design that was the envy of the rest of the company, we knew we’d hit our stride. Since they were strictly for team members, it created an exclusive team feeling that only Ultimate Grip could own.

Step Three: Get them to buy into your tone and manner.
In the end, if Ultimate Grip were featured in one of those sports drama movies as the underdog, we still would have lost after the coach’s stirring monologue. But we were so cohesive we never flinched. Our team brand had an upbeat attitude, and united people from different (and often divided) corners of the company.

Engagement tactic: Give them something to lose themselves in.

We were runners and screamers and hooters and hollerers. We made it an outlet of epic proportions. And, yes, we’d lose – but inevitably we’d walk off that field in a zen-like state of calm. The broken nose for the opposing team was an accident. Promise.

As a social branding exercise, Ultimate Grip hit all the sweet spots: it gave members something to invest in, it felt inclusive and it encouraged dialogue. It brought people together over a cause they didn’t expect to stand for.

That is, until the playoffs, when no one showed up.

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