What leaders do to make corporate retreats effective and impactful
I recently gave a keynote at a client's off-site strategy review session. The atmosphere was full of learning, thinking, fun, energy and camaraderie.
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This was the second consecutive year I have been invited to support the team. In my first session, we had we worked on how we could improve teamwork and group dynamics.
I watched with admiration while a group of over 30 professionals, including the CEO, gave progress updates on the goals they worked on with their accountability partners.
They had followed through on the idea I introduced and practised with them during our previous year's session. In this year's keynote, I shared an idea. The CEO immediately stopped me, took note and said, “We would do every quarter”. I believed him.
I facilitated an off-site retreat for a technology company last year. I had lengthy conversations with the CEO in preparation for the session.
Given the desired outcome we have discussed, the CEO urged me to lead the process as I deemed fit. I was thrilled because I knew the strategy process was complex, with twists and turns.
Organisations gain nothing by attempting to control the chaos with a predetermined schedule and checking the clock.
After almost 12 hours, we achieved the outcomes of the strategy process. The team was grateful because the experience delivered so much value.
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What made these off-site retreats and many others I have facilitated over the years successful? I work hard as a facilitator, but there is another critical reason.
The behaviour leaders exhibit before, during and after the off-site retreat determines the success of retreats.
The leaders I worked with engaged in behaviours that supported achieving the objectives of the off-site retreat.
In this article, I share what I have seen the best leaders do:
Prepare for the day
Though they may form a committee to plan the retreat, they remain engaged. The committee may work on several aspects of the retreat.
However, the team can only effectively define the retreat's agenda with the CEO's input. The best leaders shape the agenda for the session.
They do this by ensuring their teams are focused and reflecting on the critical points for discussion.
They do not wait to be surprised on the day of the event.
In one of the client cases I mentioned above, the CEO ensured that the entire team had done a lot of preparatory work, which made it possible to have a robust conversation on the issues at the core of the business in a very short time.
Show up with a story
They ensure that others are ready for the off-site retreat and come prepared with a story of the business, where it is today and the future the team can pursue together.
They lay the foundation for the team's work during the session. At the retreat, everyone's attention is away from the immediate pressing demands.
They are ready for a new story. Therein lies the leader's opportunity to shape the narrative. This needs preparation.
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Unfortunately, many leaders waste the chance to make a good impression by giving lacklustre introductions focusing on profits, market share or sales.
Give voice to every member present
It's an expensive waste of time to host individuals in an off-site location and for them to keep mute throughout the entire retreat.
Sometimes, powerful voices dominate. A skilled facilitator will control this and try to draw everyone out.
However, the team leader is uniquely positioned to support the facilitator in bringing out every voice.
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They are attuned to the group dynamics. They know those who may have challenges speaking about a particular issue and encourage them to do so.
They create the conditions for all the critical challenges to be discussed, never sweeping anything under the carpet.
They do not show any anger or discomfort.
Participate actively in the process
The best leaders know that lending their weight to the retreat activities goes a long way.
They see themselves as part of the process. There is no need to enforce hierarchy.
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They do not stay on their phones; they respect the times set for breaks.
These standard-setting behaviours become an example for the team.
This drives the process and gives the team a valuable off-site experience.
Unfortunately, I have been in a session where the two most senior people in the organisation were absent for an entire day. What does that do to the motivation of the rest of the team?
Balance celebration and critical feedback
Many leaders set the wrong tone for the off-site retreat by criticising and blaming individuals for the lousy performance of the business.
There may be challenges, hence the retreat. In that sense, the issues must be critically analysed and solutions proposed. There is little value in blaming individuals without offering a way out. The best leaders do this differently.
They balance criticism with celebration. They use the opportunity to celebrate the progress made and acknowledge the remaining challenges, which the team needs to devote its energies to resolving.
I have been part of a retreat where a CEO offered gifts to every member present. And for each individual, he had something special to say about the person's contribution.
Ensure accountability and follow-up
The best leaders follow up and implement the ideas from the retreat. Before the retreat ends, they set a date for team members to give feedback on their actions.
This type of commitment increases the likelihood of things getting done.
Work with expert facilitators
Leaders can facilitate their retreats because they have the benefit of familiarity with company issues, politics and personalities.
However, because of their role in the team, they also have personal biases that can sometimes cause them to get "hooked" into issues.
It can be harder for a team member to challenge the CEO or the leader because they are at risk and have to work within the organisation after the retreat. The best leaders acknowledge the valuable input an expert facilitator can bring to the process.
External facilitators provoke a different perspective. An external facilitator's insights, approaches and candid feedback add significant value. Hence, they work with an external facilitator to define the themes and lead the conversation successfully.
Are you thinking of a strategy retreat or an off-site for your team? Remember to consider the impact of your behaviour as a leader on the overall success of the retreat. Learn these behaviours, and you will have a successful retreat that will change your organisation's future.
…..be of good cheer!
The writer is a Leadership Development Facilitator, Executive Coach and Strategy Consultant, Founder of the CEO Accelerator Program, and Chief Learning Strategist at TEMPLE Advisory.
The mission of The Leadership Project is to harvest highly effective leadership practices and share them in a manner that other leaders can easily incorporate into their leadership practice. If you have an idea or leadership practice to share, kindly write to programs@thelearningtemple.com. Until you read from us again, keep leading…..from leader to leader, one practice at a time.
