From the Desk of Jeffrey Davis

Retreats are usually recognized for their spiritual and recreational benefits rather then their strategic or economic value. However, many top organizations and individuals have also used retreats as a catalyst for change and a tool for creating lasting economic value. Indeed, many of the world's most successful intellectual, military and political leaders have used retreats as a vehicle for creating change.

Successful entrepreneurs recognize that a well-executed retreat can have a profound positive impact on the economic value of corporations. More than twenty-five years ago, I attended my first strategic retreat for a major division of Johnson & Johnson. At that time, I did not appreciate or encourage retreats and focused on traditional meetings or on-site visits where senior executives and managers confronted issues head-on during business hours.

Today, after several years of executing successful strategic retreats, I have a stronger appreciation for their ability to help organize, focus and facilitate change. Now, I constantly recommend strategic retreats to entrepreneurs who need to build a stronger corporate culture, deal with organizational issues and implement or refine a new strategic plan.

In our MagePage feature, Mage Consultant Courtland Booth explains the power retreats can have on employees throughout an organization. It was Court's talent as a facilitator that helped change my mind about retreats. He details how retreats can help executives encourage teamwork, mutual respect and recognition among their employees.

This newsletter will help you plan and implement your next strategic retreat.

-- Jeffrey Davis, Chairman and Founder, Mage, LLC

"Leap of Faith"

In 25 years of work as an adult educator and specialist in action learning I have witnessed plenty of emotionally charged moments when people learn something new and important. In fact, some people experience truly life-changing emotions during the time they share with their colleagues in an adventure-based program.

The following is an example of a strategic retreat's effect on a Fortune 1000 division manager. Let's call him Gene. Here is his story, through my eyes:

The deep green oaks above him outline a slight figure. Gene stands alone, motionless and erect, on top of an impossibly tall, slender pole, gazing down upon his management team. The team members are silent, waiting and watching with their faces pointed upwards.

Gene looks straight ahead and his knees begin to tremble almost imperceptibly as the minutes pass by. A horizontal bar hangs suspended, ten feet in front of him. He glares at it, as if he could make it move by sheer force of will and desire.

It doesn't move. More time passes.

His team breaks the silence. "How are you doing, Gene?" says Mary, from below, concerned. "You can do it!" exclaims Mark. "We're with you, Gene!" several voices call out, together.

Gene bends down, ready to leap. He pulls his helmet snug, tugs on his harness and rope, and takes a deep breath. He jumps.

Time slows, almost stops. Gene is airborne with his arms outstretched, fingers reaching. His reach fails as his fingertips only graze the bar and he begins to fall.

Suddenly, his safety rope tightens and his fall is arrested, forcing him to swing back and forth above the group. Whoops, yells and cheers fill the air. His team relaxes the tension on the rope, allowing him to return gently to the ground. Hugs, high-fives and congratulations follow. Gene appears a bit relieved and very proud.

Gene organized a team-building activity at a Ropes Challenge Course that day. Gene and each of his team members climbed the "Leap of Faith," a thirty-foot pole leading to a tiny platform from which they could leap into space toward a trapeze swing. They also participated in a dozen other exercises that tested their creativity, emotional stamina, teamwork and leadership abilities.

Throughout the day, the team experienced challenges and fears, often followed by success and celebration. The "Leap of Faith," the most fear-inspiring event, was the last one of the day. When it was complete, the group moved to their next task without prompting. They unclipped their ropes and removed their helmets before forming a circle. I sat down and everyone followed.

This was the moment when my role shifted. No longer the technical climbing guide, I became a consultant and facilitator once again. It was time to reflect on the event and examine the performance of the group and its individuals to learn and seek meaning.

I posed many questions as the conversation started. Each person had a unique story to tell about what they had experienced, and what they witnessed their teammates do. Everyone looked content. Like Gene, they were deservedly proud of their accomplishments.

Among all the personal stories there was one common theme. In every instance, people out-performed their own original predictions. This theme of exceeding goals and expectations was the main focus of the day and the purpose for the team's program.

So everyone in the group was ready for my next question. "What enabled such confidence, courage and effort to produce such terrific results?"

"Knowing that you were there and that you were holding the rope, the lifeline, gave me confidence," said one team member to another. It continued around the circle, with each person recalling the sensitive, well-timed coaching they had received. Their responses made it very clear that the encouragement and support of their co-workers made a difference.

Except for Gene, who stated, "It wasn't like that for me, not at all. I wasn't even aware of your presence. I could do it because I'm familiar with taking risks. That's all. That's it." His group, familiar with his aggressive, self-confident ways, nonetheless looked disappointed, even defeated.

A respected veteran of the team was the first to speak. "We were there for you, Gene, supporting you the way we always do. You're a star. We all know that. But everywhere you go, everything you do, every decision you make, involves your management team. We spend our lives supporting you and ensuring your success. Everything you do involves lots of support from us."

Someone else spoke up. "I think we helped you a lot, and maybe you just didn't notice." It was silent. Gene looked thoughtful, then somber. He finally spoke. "You know, you're probably right. Because of my role and the demands I place on each of you, you all support every move that I make. You do my research, write my reports, schedule my day and prep me for every meeting." He looked around. "There isn't much you don't do for me," he concluded.

The meaning was clear. "I'm sorry. When I was up on that pole, it was scary but the most frightening part is realizing how out of touch I've become. I really do take you for granted. I realize that your encouragement was calming. It allowed me to focus. I'm sorry. As your boss I've figured that I lead you and help you to be successful. I guess it's really the other way around. I've got some apologies to make. And I should say thanks," he added.

There were more stories that day, about their adventures, triumphs and breakthroughs. But that brief episode was the one that remains a vivid memory. Gene thanked me and said he had a lot to think about. As he walked to his car he seemed distracted, lost in thought. This was a more thoughtful person than the one who walked in eight hours earlier.

How lasting were the results of that single day? Today, several years later, Gene is a leader who recognizes that others contribute to his success and appreciates the value of others.

Wisely, this client recognized that in order for any team development program to have lasting benefits it requires follow-up and monitoring. Gene and his team reported that they learned a lasting lesson that day. Gene understands anew what he had obviously forgotten. His team's support enables him to survive, and even to thrive, in their hard-charging, high-stakes business arena.

Gene's supporters and their efforts have to be acknowledged and appreciated. Gene's words sum it up. "I helped create those core values that we all promise to live by. That simple conversation we shared after the 'Leap of Faith' clued me in. I really DO live by those values today, and it's paying off." By Courtland Booth Senior Consultant Mage, LLC

Contributed by : Courtland Booth, Senior Consultant, Mage, LLC

Eight Rules for Planning Strategic Retreats

Use retreats to create meaningful organizational change: Successful strategic retreats confront the issues that cause your management team to exhibit unhealthy, counter-productive organizational behaviors. When co-workers experience problems in a humorous, non-threatening environment, they are more likely to utilize that experience back at the office to solve the real issues affecting organizational productivity. We recommend forcing participants to create and carry out a specific plan of action to correct organizational issues.

Select an off-site location for your retreat: Having your retreat in a location and setting away from daily office distractions allows participants the opportunity to focus on larger organizational issues.

Plan your retreat well in advance and be clear about your expectations and outcomes: The most frequent reasons retreats fail are poor planning and unprofessional execution. When planning your retreat, make sure to elicit input from all attendees beforehand. This allows you to establish clear objectives and encourages participants to take ownership for making the retreat a success.

Use an outside facilitator to coordinate: Key among the many good reasons to engage a skilled facilitator is the neutrality that she/he provides. Someone who is objective and unbiased is especially useful when controversial issues come up. The skilled facilitator keeps the group focused on the most urgent, high-impact issues, while serving as a valuable source of fresh questions.

Select a dynamic, fair facilitator who creates consensus: Make certain your facilitator is experienced with group dynamics, team building and meeting facilitation. Then give him/her the authority to set and enforce the ground rules, such as having mutual respect for people speaking, building consensus and never letting individual participants fail. Remember, participants often feel insecure about putting forth their issues because they fear getting singled out or punished. The right facilitator encourages creativity and prevents group or individual attempts to invalidate participants' ideas.

Record events and prepare action plans for follow up: To be successful, the information from the retreat must be recorded and prepared for review so that an action plan can be developed and implemented. Many retreats inspire and motivate people but eventually fail due to poor implementation and limited monitoring and follow-up. Nothing damages employee morale more than having a team go through an action planning session with no resulting individual or group actions.

Strengthen your management team: Use the experience and knowledge gained to strengthen management and to create a more effective leadership team for your organization.

Provide retreats regularly: In our experience, companies that incorporate strategic planning retreats in their annual planning cycle are better prepared to confront issues before they become large, and are more proactive in dealing with strategy and change.

For more information on strategic retreats, please contact Mage at (781) 449-8366

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