EXECUTIVE UPDATE MAGAZINE
by Merianne Liteman and Jeffrey Liteman

Retreats to Take You Forward

Question: We had an office-wide retreat a year ago. We had fun and got to know each other a little better, but when we returned to the office, nothing changed. We're about to schedule another retreat, and some people are grumbling that it won't be a good use of their time. Any thoughts on how we can use this retreat differently from the previous one to make improvements that will last?

At their best, well-planned retreats are catalysts for positive, durable change. At their worst, by raising expectations that are not realized and taking time that might have been spent getting real work done, retreats can do more harm than good.

Having fun is part of a successful retreat, but retreats must be taken seriously to justify the time and expense involved. Like any other business initiative, retreats should be thoughtfully planned, skillfully carried out, and conscientiously followed up on.

Retreats are sometimes seen as panaceas and what can reasonably be accomplished becomes a secondary consideration. But if you aren't clear about the results you want, you're not likely to achieve them. When retreats are unfocused or don't lead to concrete action, busy people may see them as just a distraction from their tasks. A valuable opportunity to improve the way you do business will be wasted.

To ensure that the time and money are well spent, start with thorough planning. Determine what specific results are desired, not only by management but by staff as well. Survey the employees to get a wide range of input, and involve them in planning the retreat. And, while it might be tempting to address a laundry list of topics, limit the retreat to the issues that are of greatest concern to the majority of the staff.

It’s important that the retreat remain focused on its objectives, stay on schedule, and address key issues, even if controversial or potentially discomforting. And, it is crucial to hold it in an atmosphere in which open dialogue and real learning can take place, and any conflict that might arise can be dealt with constructively.

No matter how well-planned and carried out, however, a retreat isn't likely to lead to meaningful change if participants fail to make concrete recommendations for action, assign responsibility for action on each recommendation, determine interim and final target dates, and devise ways to measure progress toward the goals they set.

A retreat is over when it's over, but ideally it sets in motion a process that will continue to unfold back at the office. For this to occur, management must take the recommendations seriously and be committed to implementing them. That might mean giving staff members time to work on various tasks apart from their regular duties, budgeting funds for training and professional development, or offering rewards and recognition to staff who contribute to achieving the goals agreed on at the retreat. And, it might require executives to look critically at their own management styles and modify their behavior if that would help foster desired change.

The best retreats pay off in more ways than just addressing immediate concerns. They also provide participants with skills they can apply back at the office to address other issues that might arise.

Outside facilitators can be a valuable resource in planning and leading the retreat. Facilitators can gather information on a confidential basis from a cross-section of staff so the real issues will surface, help you define the specific results you want, offer advice based on experience concerning what can reasonably be accomplished in the time available, and help you set priorities.

By creating an engaging and lively process, professional facilitators can also that ensure that key issues are addressed and all voices can be heard. Moreover, top executives sometimes seek coaching from facilitators in how to foster honest, constructive, and creative dialogue with staff. And, facilitators will ensure that participants make commitments to take concrete action.

Most organizations we've worked with find it more cost-effective to use outside facilitators than to hold a retreat without professional help, because they can ill afford the costs of holding a retreat that doesn't produce positive, lasting change.

Retreats, like most organization improvement initiatives, are investments in the future. Like carefully chosen stocks, retreats can return handsome dividends and increase the value of the organization. And participants still get to know one another better and have fun as well.

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