Sun Umbrella by Bertram Nudelbach nudelbach 15487327478 EDIT
Sun Umbrella by Bertram Nudelbach nudelbach 15487327478 EDIT
I talk frequently with clients who are preparing to hold an offsite with their employees, and at the moment some of these gatherings are the first in-person events they've held in years. If you're in similar circumstances, whether it's a full-company retreat or a small gathering of the executive team, here are ten issues to consider before, during and after your event:
The question of whether to engage an external facilitator will be influenced by your budget, timeline, and the availability of capable providers, but the determining factor should be the role you want to play during the event. An external facilitator can take on a number of functions often fulfilled by the leader, with a particular focus on process, group dynamics and time management. This can free you up to be a more active participant without dictating the outcome.
An external facilitator is also an independent figure operating outside of the organization's power structure, which enables them to do some things that you can't. This won't happen if a facilitator is too deferential to you (or is perceived to be), so it's essential that they have the ability to strike the right balance. But by serving as another source of authority without usurping yours, an experienced facilitator can have a liberating effect on everyone, including you.
It can be tempting to craft the agenda on your own and announce it to your team. This will be more efficient, but when people have no sense of ownership over the agenda, they feel no responsibility for the outcome. It can be equally tempting to delegate the agenda to employees or your facilitator. This will also be more efficient, but you may be unpleasantly surprised to find that the agenda fails to reflect your priorities. Instead, view the process of creating the agenda as an investment in the event's success and an opportunity to build commitment. [1]
Offsites serve various purposes, but they all have the potential to foster stronger relationships and an enhanced sense of social cohesion. This doesn't happen automatically, however, and these goals should be reflected in your agenda. This may involve formal activities explicitly aimed at interpersonal dynamics, but that's not always necessary or even desirable. But at the very least there should be ample time for informal interactions at the beginning and end of each day and in between all formal activities. One of the most common mistakes I see in offsite planning is an over-stuffed agenda that leaves no room for mingling and small talk, which are particularly valuable aspects of in-person experiences. [2]
A theme in my practice is the symbolic dimension of leadership. You don't merely make strategic decisions and allocate resources--you also serve as an avatar, a figure who personifies your organization. [3] This role takes on a heightened importance when your team gathers together and looks to you to signify the meaning and purpose of the event. There will be just such a moment at the offsite when everyone is finally assembled, and you'll have an opportunity to kick things off with a few remarks.
If the entire company is present this may take place in a ballroom or as a formal keynote, but no matter the size of the event it's a moment when you'll be onstage. There's no need to speak at great length--this may be counter-productive, especially if people are eager to get started or fatigued after a day of travel. But make the most of the opportunity by having some points prepared that will set the right tone.
If the event is sufficiently large you may spend a portion of it on a literal stage, but remember that you'll be under a spotlight--and a microscope--the entire time. Your comments, demeanor and body language will be closely scrutinized. Even the most seemingly casual interactions will be viewed by your colleagues as potentially significant, a dynamic that will be heightened when facing junior employees who may be meeting you for the first and only time.
This can be exhausting, particularly if you haven't participated in many in-person events in recent years. While dinner and other evening activities are as important as everything else on the agenda--see below--be sure to plan for some downtime alone in your room or at home. Do not try to catch up with other work or personal responsibilities at the end of the day--get some rest instead.
Even if your entire company is participating in the offsite, you'll undoubtedly have other stakeholders whose daily lives will continue uninterrupted and who may expect you to be as readily available as always. Some parties may have a legitimate claim on your attention, such as users of mission-critical services who view you as the point of contact in the event of a crisis. But in my experience a great many "crises" can be handled without escalation as long as an appropriate contingency plan is in place.
The problem is that many leaders are unable to unplug from the constantly-available data alerting them to potential issues. [4] They short-circuit any contingency plans by diving into the weeds at the slightest provocation. There's no single solution, but recognize that one cost of such responsiveness will be a clear signal to your employees that neither they nor the offsite merit your full attention, and they will probably follow your example.
An ample body of research suggests that eating together contributes to stronger relationships among colleagues. [5] In addition to opportunities for mingling and small talk, noted above, this is why meals and coffee breaks during an offsite can be as valuable as the formal sessions. You may choose to deepen existing relationships or to engage with people you don't see regularly, but bear in mind that while these activities may be optional for others, they're obligatory for you, and your presence (or absence) will be noted.
If you don't drink, I'm certainly not suggesting that you start. But in many settings moderate alcohol use contributes to a degree of sociability and informality that can make hierarchical relationships warmer and more personal. As the leader of a global professional services firm once told me, only half-jokingly, "At the end of the day, you have to join your team in the bar. You can't be among the last group there at closing time, but you do have to go." You can always order a Gibson. [6]