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Management Retreats Are Back


It seems like a lifetime since I ran the last management team retreat back in 2019. With 2020 and the first half of 2021 being a write off, it has been a pleasant surprise to see businesses not only enquiring, but booking management development retreats. It makes sense, for a lot of businesses, the changing dynamics of working, the lack of personal interaction, has meant many businesses have lost touch with what the businesses goals and objectives were. Equally, those changing dynamics have invariably led to a refresh of those goals and objectives. People have been impacted by the pandemic and need to re-engage and put some perspective back into what they are doing.


The retreat that I offer has been built around building team empowerment, creating effective solutions to business issues, learning and understanding each member of the team, what motivates them, and actions that are contracted to be delivered over the agreed period, with check in's to ensure the delivery of those contracted objectives.


Planning for a retreat takes time, you not only have to research and find the right location, with the right budget and the appropriate facilities, but also ensure that the location selected can cater for the team and that the experience will be remembered for the retreat and the success of learning rather than a problem with the location.


The next step is to agree with the decision maker, who will be attending, their role and the overarching deliverables out of the session, which in most cases is taken over a two day period, with a dinner in the evening. the list of attendees is important, as is the desired outcome for the session. In many cases the decision maker who might be an MD, CEO, HR Director or Chair does not attend, they want to create space for the team to fully embrace the objectives and the sessions, often, the presence of the leader requires management during the retreat from me, to ensure everyone feels empowered to have the freedom to fully engage.


Certainly the minimum that would be expected from the leader if they were not to attend would be the dinner on the first evening and a presentation summary of the finding and contracted objectives they want the seal of approval on.


Every member of the team who is booked on the retreat will be sent a link to complete the PROPHET motivation model. Some of you will have seen my being accredited as a PROPHET practitioner. I like the model because it does not position people into type or trait boxes, and whilst I accept these profile models have their space on the development of people and teams, the PROPHET model deals with motivations of decision making at that time in their career, the model shifts as time, experience and encounters are felt. Its a great eye opener and definitely facilitates the conversation of skills gaps and succession planning which is one of the sessions we hold.


Another session we hold is a business interactive game. Teams are required to manage a business and make difficult business decisions, the impact of which are assessed at each stage and discussed around the teams. I find this session a great ice breaker, it puts members of the team together who are likely not to have spent a lot of time making decisions together, it provides for a learning and an understanding of individuals strengths and areas for development and if focussed on correctly, the team make the allowances for the development and support those members who have skills in other areas.


Day two is about contracting developments and actions. We spend time analysing the team dynamics, areas for development and the ultimate aim, to develop a succession plan for each member of the team, covered by succession being "immediate" "6 to 12 months" "2 years plus" and "recruit". Its really rewarding to see most teams digging deep when discussing succession planning, particularly for their own role. It sets the scene for future development of other team members, junior managers, high potentials, and of course those positions where realistically the only current option is to recruit. That's a real shock to teams, they really would be in the mire if "Bill" handed in his notice, or was unable to continue in the role.


Next is the commitment to develop the business, this activity takes on many different forms and is agreed upon when I meet with the decision makers as to what accountable and contracted actions are required. The activity varies from developing an acquisition strategy, product development, investment in infrastructure or systems, sales and marketing strategies and even exit strategies.


I really embrace these retreats, I learnt a lot when I was Chair at Vistage, the peer to peer group, the annual retreats were always an event to look forward too, and my experience as a CEO running and being part of these events in my Corporate life, along with the experience as a Chair at Vistage, has allowed me to develop and create an experience that has been incredibly fruitful to the client.


I'm looking forward to the retreats booked in September and October, everyone is different and each brings new experiences to the management teams and myself, as a Coach you are always on a journey of lifetime learning as are my clients. I'm even getting some enquiries to hold a retreat for a U.S based business, one of my clients in the manufacturing sector, its been a while since I was across in the U.S on any type of business so I hope that this one comes off for the New Year.


I guess my final message on this piece is for all you businesses out there, we've had a tough 18 months, teams are challenged and maybe not yet firing on all cylinders, there is more uncertainty ahead but as a leader you have the initiative to develop your teams in the coming year and start to reflect on what your next chapter looks like.


Alan Ball is an ICF PCC certified executive Coach.


Rosia Bay Ltd

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