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2003 News
Planning Retreats That Re-energize Your AMC 05/19/2003
FOR IMMEDIATE RELEASE
By Suzanne Pine
In his book Good to Great: Why Some Companies Make the Leap . . . and Others Don't (2001, HarperBusiness), Jim Collins writes, "A culture of discipline is not just about action. It is about getting disciplined people who engage in disciplined thought and who then take disciplined action."
Now, apply that same theory to your AMC. What would happen if you had the discipline to reflect on the big picture versus the day-to-day details? My guess would be that you might restore the focus and energy that can get mired down in daily operations. Forcing yourself to take the time to regroup often produces amazing results.
Planning a company retreat is one way to regain that focus-for yourself and your staff.
Planning the retreat
There are many items to consider when planning a retreat, and the more time you spend on the front end, the more results you'll reap at the end. Use this five-step process to help you plan a successful company retreat.
1. Identify the goal. Based on your AMC's current position in the market, you may consider some of the following goals:
- reassuring your team of plans for big structural or client changes
- building team dynamics through communication techniques, listening skills, customer service issues, and strategic planning;
- addressing an underlying negative environment or providing assistance in turning the mood around; and
- asking your staff to help develop creative approaches to grow the business.
Or, if you've been holding retreats on a regular basis and you just hope to share and confirm the AMC's mission and vision, does everyone understand the direction you're headed in and how they fit in?
2. Determine the location. Meet off-site. Getting out of the office minimizes interruptions caused by phone calls and e-mails and allows your staff to clear their heads. The location doesn't need to be anywhere expensive. However, make sure that the site is bright and has enough room for all participants to be comfortable. Consider locations where you could eat lunch outside.
3. Hire a facilitator. Retreats are often more effective when an outside experienced facilitator is engaged. The major benefit of using a facilitator is that he or she has no ulterior motive (staff will recognize this). Facilitators don't usually know where the skeletons or political landmines are buried and therefore allow for a more open and honest discussion. A facilitator can often better convey the message that will help to move your company forward. Staff members somehow feel that the message has been validated when someone from outside your firm reiterates the concept.
4. Communicate with staff. Make sure that staff mark the retreat on their calendars as soon as you confirm the location, date, and facilitator availability. Having the full team available is a critical component that will allow your retreat to succeed. Share the retreat agenda with the participants as soon as it has been finalized. Don't let team members draw their own conclusions for how the day will play out. Make sure that staff understand the leadership's commitment to the process and the dollar and time investment being made to grow the AMC.
5. Plan with your facilitator. Don't skimp on this critical component. Make sure your facilitator has a good feel for your outcome expectations, and give her or him enough background (but not too much) on why certain objectives exist. Other planning pointers:
- Identify the positive company supporters and the negative resisters.
- Walk through the agenda. Place realistic timelines on discussions and group exercises.
- Start the day with open seating. You know what will happen: Folks will sit with their closest friend or coworker. Once you kick off the program and have created a comfort zone, ask participants to relocate based on a strategically planned seating arrangement. Seating assignments should allow employees at every level of the company to interact.
- Make sure that team exercises fit the goal of the retreat and the employee culture. Don't try anything too cutesy, if you anticipate that it may turn off a large segment of participants. On the other hand, get creative. Retreat facilitators often have a rather diverse bag of tricks. Select the best idea or come up with something totally new.
- Use colored markers, brightly colored paper, and anything else that might awaken the creative juices.
- Be sure to mull the agenda over for at least a week to make sure that you don't miss anything.
Managing the retreat
The day of the retreat, check your ego at the door and be prepared to hear things that might hurt. Create an environment that allows for honest, constructive input. Let your staff know that it's OK to identify a challenge or problem, as long as a proposed solution accompanies the discussion.
Strategically break into groups and use your exercises to tap into some undeveloped ideas that may be buried deep inside your employees. What's their vision for your AMC in five years? How about 10 years? What would the structure look like? Would you be offering new services or programs? How do they see the business growing? Make sure that someone captures all ideas and suggestions. Also allow enough time toward the end of the day to summarize the points made, develop an action plan, and assign tasks.
Following up after the retreat
Planning and holding the retreat is the easy part. The real work starts when you begin to analyze participants' comments and implement the action plans. Be sure to remind staff that changes are being implemented based on their feedback. This will make employees feel empowered, build morale, and expand their sense of commitment.
Determine how often you need to schedule retreats. If you've never held a retreat before, you may need to start with an annual event. Once you've gained credibility, you may find that holding a retreat every two or three years will allow you to continue to move your company forward.Whatever you do, don't allow all of the work and ideas generated from the retreat to lie dormant in a manila folder within your desk. Not only will it be time and hard work wasted but it will send a message to your staff that you did not value the exercise or their ideas. Figure out how to keep the resulting action plans moving forward. Post signs, give routine updates during companywide meetings, or issue regular reports to keep everyone motivated.
Suzanne Pine is executive vice president of Fernley & Fernley in Philadelphia. E-mail: spine@Fernley.com
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ABOUT FERNLEY & FERNLEY
Fernley & Fernley, Inc., founded in 1886, is a fourth-generation family firm in the association management business, representing 30 trade associations and medical and professional societies. Fernley & Fernley holds the distinction of being among the first to receive national accreditation from the AMC institute (formerly the International Association of Association Management Companies) and the American Society of Association Executives (ASAE) and is the longest established Association Management Company in the country. Throughout the years, Fernley & Fernley has maintained a solid reputation as a leader within the association management field and in the wide spectrum of industries it serves. To learn more about Fernley & Fernley visit their web site at www.fernley.com.