Retreats, Yes or No?

By C. Hoy Steele, PhD
 

"We've got to finish developing that marketing plan. Let's take everybody off-site for a day and get it done!"

"Our teamwork has gone down the tubes. I think we should bring in a facilitator and head over to Bodega Bay for a couple of days."

"We've got enough important agenda items for three meetings! Should we take a whole day - and maybe get away from here?"

Sound familiar? Most experienced managers have expressed the need to get away to get it done. Retreats can provide the perfect solution to create new perspective or focus extra attention on a neglected topic. The act of holding a retreat re-prioritizes the subject matter as something important. Retreats can be used to produce a product, like a marketing plan, or to improve process, such as how your team works together. Going off-site can be a definite plus in reduced interruptions and other distractions and a more conducive atmosphere for the work.

However, sometimes retreat results can be disappointing. Some managers (and consultants too!) seem to think a retreat is the only way to deal with any nagging problem. But many problems can only be addressed effectively at the workplace or over time-so by definition an off-site, one-shot intervention isn't going to work. (For example, you wouldn't leave town to work on problems that centered on high-tech equipment if the latter were not portable.)

If a retreat is the right answer to your problem or need, make sure it's carefully planned. Are the right people coming? Is the topic focused clearly? What product is expected? Has all the necessary front-end work been done? What kind of follow-up will be needed? Have you planned far enough ahead to find a good off-site location?

How the meeting will be conducted is a crucial issue. If the highest-ranking manager also facilitates, will others participate fully or just follow his/her lead? How will discussion and decisions be recorded? The value of holding a retreat can almost always be enhanced by using a facilitator. It's best to bring in someone from outside the group, either a skilled facilitator from another department or an outside consultant. If that's not possible, you can use someone from the group-but preferably not the manager.

Good use of the consultant or facilitator can enhance the planning as well as the conduct of the retreat. Experienced consultants can be especially helpful at the planning stage to ensure that all bases are covered. The ability of the group to function effectively at the retreat may be multiplied by having the consultant interview all the participants ahead of time. This ensures that no one's concerns are missed and that the agenda is well targeted.

This checklist may help you decide whether to hold a retreat and assist in planning:

• Will "getting away" contribute to progress?

• Are we clear about what we want to achieve?

• Can we get the right people there?

• Have we done the necessary "front end" work-clarity of purpose, agreement on agenda, preparation?

• Can we get a good facilitator?

The more questions you can answer "yes" to, the higher the chances that a retreat is the right solution and that it will be a success.