Three Simple Steps To Transform Your Team Retreats

October 24, 2018 • 7 minute read • by Saeed


If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”

~Patrick Lencioni

There are many good reasons to conduct a team retreat: to create trust, clarify roles and responsibilities; establish goals and vision, orient new members; reconnect and re-energize team members; and/or address critical issues or opportunities, to name a few. However, bringing the entire team together in person can be a challenge. Greater still is the challenge of engaging them effectively — and to do so, you need to create a focused, meaningful, and enjoyable experience for everyone. Here are some ideas for team retreats that really hit the mark.

Step 1: Pay Attention to Design and Planning

First, identify the purpose and specific outcomes you want from the retreat.

  •  Is it time for strategic or tactical planning?
  • Are you trying to solve an important team or organizational issue?
  • Do you need to re-energize the team?

Second, schedule a planning meeting with your team leaders – you know who they are – to determine the retreat purpose and outcomes; learn what’s most pressing for your team; better understand team dynamics; and assess team engagement, strengths, weaknesses, etc. In addition, discuss timing, duration, location, number of attendees, etc. You don’t need to finalize all the details yet, just enough to develop a draft agenda.

After meeting with your leaders, it’s a good idea to have brief “input” conversations with some or all team members to understand their views, gather topic ideas and get participants excited about the retreat. Input conversations can last anywhere from 20-40 minutes. Some sample input questions include:

  • What do you think is working well with the team?
  • What would you like to see the team do more of, do better or do differently?
  • What do you think the team should stop doing?
  • What are three things the team should focus on over the next 12 months?
  • What is your vision for this team over the next three years?
  • What would help you feel more engaged and useful as a team member?
  • What would help the team work even more effectively together?

Using the information from your team leaders and input conversations, craft an action-focused agenda that incorporates the retreat’s purpose and desired outcomes.

Some things to consider:

  • Avoid status or progress reporting. Instead, have participants review status reports ahead of time and focus sessions on generating ideas, solving problems, making decisions, etc.
  • Structure adequate time for building relationships. Schedule time to eat together, walk together and learn about one another. It’s ideal if you can hold a retreat over two days that includes a social dinner.
  • Build some flexibility into your agenda to accommodate hot topics or deeper dives into important issues.
  • Create discrete sessions with time blocks of one to three hours to help participants digest information, offer natural break points and provide variety. Have each session build upon one another in a logical order based on your goals.
  • As you create the agenda, decide what output you want from each session and plan for how to capture key issues, ideas, resources, outcomes and action steps from each session. This will make documenting the retreat much easier.
  • Schedule ample time (at least 45 minutes) at the end to discuss action items, accountability, takeaways, appreciations and other closing activities.
  • Decide on any supporting materials, resources and preparatory work. Make sure participants have the agenda, materials and instructions at least one week before the retreat. Communicate with team members throughout the planning process to answer questions, remind them about pre-work, help them with logistics, etc.

Step 2: Get Expert Facilitation

While it’s not uncommon for a team member to facilitate a retreat, having outside facilitation helps every participant fully engage in the retreat. Also, an outside facilitator also helps reduce bias or undue influence and may notice and address team issues or dynamics not obvious to participants. Some other good practices for facilitation:

  • Start with a warm-up that gets everyone talking. An easy exercise is to pose a couple of questions that participants discuss with one or two people next to them. It’s good to include one personal and one organizational question.
  • Announce the retreat objectives and outcomes, preview the agenda, cover any logistics and discuss how participants can get the most from their time together.
  • Set expectations up front for how you will facilitate the retreat, such as balancing participation, managing interruptions, encouraging constructive comments, etc.
  • Capture highlights from each session using flipcharts, a note taker, recording device, etc. Some facilitators find it useful to use separate flipcharts for ideas, resources, action steps, “parking lot” or other categories as needed.
  • Check in periodically about participants’ comfort level, questions, concerns, etc. The more transparent you are as a facilitator, the more the participants can relax and trust the process.
  • After a long or complex session, briefly summarize highlights and outcomes. If there is time, ask participants to share their own takeaways from the session.
  • If the discussion veers off the agenda, refer back to the retreat objectives and outcomes. Ask if this conversation supports their overall retreat goals, if the topic supersedes other agenda items or if it can be covered elsewhere.
  • Have plenty of food, beverages, time for breaks and table toys to help quell the “fidgets.” Periodically check people’s energy and take a short break if needed.

 Step Three: Don’t Neglect Outcomes and Next Steps

For a retreat to be worthwhile, participants must know their ideas and decisions will actually go somewhere after the event. It’s equally important for team members to understand their own responsibilities to take actions after the retreat. Here are some ideas for documenting the retreat and creating accountable action steps:

  • After each session, capture key points and outline next steps, responsible parties and time frames. Use action verbs to clarify what needs to be done (write, call, review, schedule, plan, etc.).
  • The final session should be used to summarize all next steps. Discuss how participants will hold themselves and others accountable for taking action. In addition, invite participants to share takeaways, appreciations, personal commitments and other comments.
  • Consider pairing people to accomplish tasks. This helps boost accountability and build team member relationships between meetings.
  • Move away from a “minutes” mindset. Try to organize retreat notes logically rather than strictly chronologically. Participants won’t necessarily remember who said what when so it’s useful to group related ideas and actions together.
  • Suggest ways to incorporate progress checks from the retreat into subsequent staff meetings. For example, if you do a strategic plan, organize future team meeting agendas to parallel strategic goal areas from the plan.

Final Word

Team retreats can be powerful events that help clarify organizational vision, address complex issues and energize a team. With collaborative planning, a steady focus on the desired outcomes, skillful facilitation, and the willingness to hold people accountable, you can transform your team retreat from a necessary evil to the event of the year!

Good luck.

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How Listening Makes You a Better Leader

December 14, 2017 • 4 minute read • by Saeed


“The word LISTEN contains the same letters as the word SILENT.” ~ Alfred Brendel

Pisssst. Listen up!

Good leaders are good listeners. They know they can shape organizational culture simply by listening. They know that listening to and respecting others builds working relationships and that relationships make things work.

In short, they know that listening makes them better leaders.

In fact, several studies support the idea that individuals who demonstrate solid listening skills, hold higher organizational positions and are promoted more often. The most important skill for organizations, therefore, is a listening behavior that is practiced as part an parcel of the organizational culture.

Listening & Communication

Everyone participates in communication on a daily basis. Communication is about people speaking and listening. Listening to others, as well as understanding others is essential. It is often said that listening is the first language skill one develops, and as a result all cognitive skills are dependent on the ability to listen. Leaders who have advanced communication skills create the opportunity for impact based on listening. Leadership depends on interactions and the use of communication. Since meaning is generated through communication, developing relationships with others and leading others requires knowledge and practice of listening behavior.

Listening & Trust

Trust makes organizations functional. Trust is the cornerstone of all relationships. Trust and credibility are necessary before a sense of community or team can be developed. It is critical for a leader to realize that listening means asking questions for clarification and paying attention to the needs and desires of others. This is how you develop an atmosphere of trust. If an atmosphere of trust has been established, it creates a much easier setting in which to ask powerful questions that lead to insights. Trust is formed when attention is given through the act of listening. The existence of trust allows for an opportunity of greater risk taking, and therefore, greater innovation.

Listening & Empathy

The ability to process information and adapt personal behavior requires the use of empathy. The process of empathizing with someone demonstrates the ability to seek to communicate trying to understand the speaker’s situation. The ability to accurately predict how another person will react emotionally and behaviorally in a given set of circumstances is what empathetic leadership is all about. The better you are at this trait, the more accurate and successful you will be in advancing your leadership goals. In fact, the big take away from a new study published in American Psychologist that explored the empathic accuracy of various forms of communication was that closing your eyes and listening intently increases empathy! You can improve your empathic listening through this and other communication techniques such as paraphrasing, self-monitoring, and asking clarifying questions to check for understanding.

Listening & Feedback

Leadership is more successful when it seeks feedback through communication; in particular through active listening. Through offering feedback based on observation and listening, relationships are developed, leaders are formed and society is improved. Offering feedback keeps people making progress towards their learning, growth and development goals. Growth and development of people is the highest calling of leadership. Feedback fuels motivation. The best feedback is communicated in a timely fashion and focuses on behavior. The best feedback also starts with listening because only then can feedback be tailored to the person’s specific needs as they have expressed them. Receiving constructive or critical feedback is also part of leadership. This is not possible without the skill of listening.

A final Word…

Leaders should be able to demonstrate various behaviors that emulate leadership. Leadership is not just about behaviors however. Leadership also encompasses relationships with others. Listening is a vital component of creating and maintaining relationships.

Still, it has to be said that the concept of listening in leadership is not without its challenges. Leadership incorporates listening, yet listening is a skill that is not taught in leadership studies nor is a subject in leadership books. Leadership is perceived to be about personality. However, just as communication is about people, so too is leadership. Leaders are often surprised when they find out that their peers or subordinates consider them to be poor listeners. People have a dim view of poor listeners.

Human relationships trade on attention. If you can’t give someone your attention because you are distracted or your listening quotient is low, you run the risk of eroding or even losing the relationship. Conversely, because attention is the currency of all relationships, listening is an investment that will pay you back in dividends.

Good luck.

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