Team building takes 101 forms. Some are very straight forward and focused on a task. But when something memorable or high energy is required, every consultant has one or two special tricks up their sleeve.

For starters, it literally fires people up. “Wow, if I can do that, I can do anything!” So that trebled sales target, or massive change programme they have committed to, really become achievable in light of their new fire-eating skills.

I am very proud of the fact that after 5 years of teaching over 500 people how to eat fire, from the UK to Turkey and in-between, that my boxes of Savlon and Blistex are still unopened and everyone who has been asked to eat fire has learnt how.

Many have hesitated, many refused in the first instance but absolutely no-one has ever walked away without trying – and succeeding!

Is it mind over matter?

Fire eating is not usually top of the list of a corporate leadership competency framework when hiring new hot talent, so what is there to be gained in lighting up the firebrands in your boardroom?

First, people are succeeding in public. Although I work on a one-to-one basis, the client is learning in full public view of their colleagues, which adds an essential pressure point. In business we tend to know when our colleagues succeed or fail in meeting their business objectives. Most prefer to be seen to succeed.

Colleagues encourage each other during the learning and celebrate accomplishment so as everyone has their turn, the camaraderie strengthens. Each enters the fellowship of a secret sect of corporate fire-eaters!

Thirdly it demonstrates vividly that everyone has it in them to learn something new. No one is a dinosaur in this space.

Overcoming obstacles

Earlier this year the newly appointed CEO of a Scottish financial organisation (of 4 months standing and recruited externally) had commissioned me to design and facilitate a strategic development weekend. One of the objectives was to build bonds between  the teams of two very different and, until then, separate operating companies.

The fire eating was billed as "Overcoming Obstacles ". The poor man had known about the plan and the importance of keeping it a secret for two weeks and his personal anxiety about doing it had built up accordingly. To his credit he went for it after half the group had gone. Not first and not last. 

I don't warn people in advance. The point of realisation of what we are about to do is when I bring out my lit fire brands about five minutes into the session after going round the group to find out what extraordinary achievements they are proud of such as marathons, giving birth, climbing mountains.

It can take between 3–10 minutes to teach someone to eat a small to medium sized flame. If I sense great bravado or the wish to show off I'll give them a much larger flame to start with! If time is at a premium or to keep the pace going after say half the group has done it, I'll teach in pairs (me in the middle and a student either side). This can also encourage some of those who have been really holding back to come forward.

The element of surprise

The encouragement from colleagues, especially for someone generally known as the quiet or timid one, can be decisive. I recall a very senior female manager, whose uncle was the company President, holding back. She was immaculately dressed in twin set and pearls and watched other peers and subordinates go first. She  was encouraged very gently and 'coaxed with respect' by peers and subordinates and did succeed.

As a 'reward' for her bravery, my commissioning client, the group HRD who had not tried it in any of the previous five groups, did so at this point , with great nervousness masked by an excellent facade of bravura.

The essential ingredient is state of mind. When the positive mental intent is applied along with the learning process, the unknown becomes known. There really is a right and wrong way to eat fire with some serious consequences if you don’t stick to the rules!

The element of surprise is terrific. I am never billed as the fire-eating slot in a strategic leadership summit! So when people arrive for the session they have absolutely no idea what to expect. Isn’t that a bit what our business lives can be like? One minute all is fine, the next your competitor has gained ground and you are left with the challenge to do something amazing or difficult to regain ground.

Fiona Davidson also provides executive search, executive coaching and other training programmes. She can be reached at 020 7242 4030.