DAV Racing · Updated
A useful motorsport team-building day combines small mixed teams, a shared simulator task, clear roles and a short reflection on communication. Keep on-track driving separate from competition between colleagues, make participation optional, and recognise teamwork as well as individual results.
Choose a behaviour to explore
Ask what the group needs to practise: listening across departments, handing over information or giving concise feedback. A loosely defined goal such as improving teamwork is difficult to turn into an agenda. Choose a behaviour that participants can actually notice during the activities.
- Mix colleagues who do not usually work together.
- Explain the purpose before introducing a leaderboard.
- Avoid claims that one event will fix a wider workplace problem.
Build a simulator relay around shared learning
Give teams an equal practice opportunity, then invite them to share one observation before the next attempt. Roles can include participant, observer and team spokesperson. Ask the provider to agree simulator settings, turn lengths and a scoring approach suitable for newcomers.
- Rotate roles so confident drivers do not dominate.
- Recognise improvement, useful feedback and contribution.
- Offer a non-driving role with equal visibility and value.
Use the real team as a conversation starter
A garage visit or driver conversation can illustrate how a racing team prepares and reviews its work. Confirm access and availability in advance. Keep any discussion practical: what information is passed on, who decides and how uncertainty is communicated.
- Ask how the team prepares before a session.
- Discuss the difference between observation and assumption.
- Connect one useful lesson to the team’s own working routine.
Balance activity with hospitality
Colleagues need time to talk outside the task. Build in hosted breaks, suitable catering and a comfortable base. Ferrari driving or passenger laps can be part of an incentive experience, but workplace participation should not depend on taking part in a high-intensity activity.
- Provide a clear schedule and a genuinely optional track activity.
- Confirm dietary, mobility, sensory and language needs privately.
- Celebrate the group rather than only the fastest individual.
Finish with a short, useful debrief
Ask each team what helped, what made coordination harder and what they would change on a second attempt. Choose one small workplace experiment, if appropriate, and nominate someone to revisit it. Enjoyment and engagement are worthwhile outcomes; neither proves a permanent productivity gain.
- Capture a specific example of effective communication.
- Invite feedback from quieter and non-driving participants.
- Separate the fun leaderboard from employee performance assessment.
Operational note: activities, availability, eligibility and responsibilities depend on the circuit, date and format. Confirm the conditions with the responsible people and in the written proposal. This guide does not replace regulations or safety instructions.
Frequently asked questions
Is a racing experience suitable for team building?
It can be, when the agenda includes shared tasks, reflection and inclusive participation. Simply putting colleagues in the same place is not the same as designing a collaborative activity.
Do participants need motorsport knowledge?
Not for a well-briefed simulator or hospitality programme. Confirm the difficulty, support and alternatives with the organiser; on-track activities have their own requirements.
Should the fastest driver win the team-building day?
A simulator leaderboard can be fun, but add recognition for collaboration, improvement and helpful feedback. Do not encourage colleagues to compete for speed during real driving activities.
