Time to Get to Work

Now that the students have been hired or placed into the company it is time to get them to work. The classroom will be transforming from the traditional school environment, where everyone is doing the same thing at the same time, to an office where the students will be doing 30-50 different things each week, depending on the department they are working in. In this work-to-learn experience, each team member will be focusing on completing tasks assigned to their departments, developing projects, reports, and essential company tasks to build their company from the ground up. Almost everyone is trying to survive in a new team and learning environment. For new teachers, this can be a chaotic time if they are not prepared for the challenges of the student business simulation's start-up. It is essential to start the year off with consistency so that your students develop a rhythm and routine to the class, so they are not waiting for you to tell them to get going, but they come in and get right to work.

Over the years, I have developed a series of department tasks (you can download an editable copy) that my students are assigned during the first couple of weeks to get them started. They are categorized by departments, with each department offering the same possible points. I explain how they can submit work and earn points for their departments, since everyone in the department receives the same team points for the task period. These tasks set the standard and expectation for work in the class for the year and help build momentum that hopefully will be carried through the Fall and into the Spring. I pay particular attention to ensure students do not become disconnected from the group and are given enough work to feel that they are contributing, as everyone's contributions to the foundation of building the company are essential to creating the cohesive bonds to carry the group through the year.

AVOID BEING A "HELICOPTER" TEACHER

Students should take ownership of their learning once they are placed into their positions in the company. As a teacher, I have always adhered to the "Guide of the Side" style as opposed to the traditional classroom style of "Sage on the Stage" where the teacher leads everyone through what needs to be done. The "Guide of the Side" style entails giving them enough information to get them going, but not enough to provide them with a scripted recipe they follow to get all the answers to complete their tasks. This forces them to explore and search for answers, learn to use their resources, and this is where the work-to-learn model really starts gaining some traction. I avoid hovering over the students like a "helicopter teacher" holding their hands through the tasks. On a typical day, I would move around to departments checking to see their progress, answering clarifying questions, and making suggestions by asking questions that require them to think if they seem stuck. I am constantly monitoring the students to ensure they are not going down the wrong road and have completely missed what the task is asking. If so, I guide them back on track to complete the tasks as expected.

COMMUNICATION AND LEADERSHIP MEETINGS

This class will be a completely different experience for your students, unlike any other class they are taking in the traditional school setting. There will be no textbooks, no real formal tests or quizzes, and students will be actively moving around the class engaged, similar to a beehive. Therefore, communication is essential at the beginning of the year to set the tone of the office environment and create a consistent time for communication to occur within departments, the leadership team, and with your chief officers. I usually start each day by making some general announcements, highlighting deadlines, and reminding department leaders to check in with their teams' progress. At the beginning of the year, I meet with the chief officers weekly to review areas of confusion and concern about employees, address questions, and discuss their individual and team performance as company leaders. At these meetings, I inform them about upcoming deadlines and the next steps in their company's overarching journey. I also mentor them on how to put together a meeting agenda, how to run a meeting, review Robert's Rules of Order, and attend (and sometimes lead for my weaker companies) the first few meetings of the year. With the leadership team, I began the year by guiding them through a process to establish meeting norms for our leadership meetings. I would have each leader complete this inventory (Creating Company Norms Exercise) before the meeting and bring the completed document to the meeting. Then, as a leader, I lead the team through each category (Time, Listening, Confidentiality, Decision Making, Participation, and Expectations having them share their ideas and discussing the norms for each of those areas. The finalized norms are recorded on a blank MyNorms document, and copies are given to the leadership team. It would be a good Idea to include them on the back of every meeting agenda, making them easy and convenient to find.