Clarity, Leadership, Results

Executive Retreats

Why is this Important?

  1. Create a Strategy that Management has buy in
  2. A Plan that allows for Strategy Execution and Accountability
  3. Cultural Change without the resistance common to Change
  4. Bonding around a common theme or idea

Retreats are a tool used in the Strategic Planning process to signal and institute changes in the company.  Retreats are a method for creating management buy-in for a cultural shift or change is strategy or in the executive team’s cohesiveness.  That may be in the long term or short term strategy of the company.

Here’s what needs to be taken into consideration when planning a retreat:

    • Have a theme.  Tie this closely to what you wish to accomplish.  We typically use books to solidify a concept or to organize around your desired outcomes.
    • Get clear on your outcomes.  Having clearly defined outcomes that are measurable are critical to the success of the event.  We are very specific with our clients in the kinds of outcomes they desire.  It must be tangible and measurable.  We do not feel we have succeeded if the client had not met their stated objectives.  In every case we have exceeded expectation on stated objectives or outcomes of a retreat.  The kinds of outcomes we have produced:
    1. Key person resigned due a lack of commitment with no disruption of business (had they been fired it would have cost the company nearly a $1 million in sales)
    2. Five year corporate strategy with accountabilities assigned and execution plan
    3. Trust and clear communication in an executive team that did not work together effectively
    4. Corporate restructure – dropped $1 million in overhead due the restructure
    • Tackle the tough stuff. Use the time together to genuinely look hard at the company’s situation and stay open to the idea that the session might lead you in completely new directions.
    • Plan the agenda — but not how the outcomes will happen.
    • Invite the right people – The right mix is essential.  Depending on the subject of the retreat external customers, vendors can add a great deal and do not have to participate in the entire process.  Make sure there is a good cross section of the company present.
    • Get outside help. If want to really get your folks thinking outside of the box, you’re going to need the help of a skilled facilitator. We will help you figure out what the key issues are to create a forum where everyone gets heard but also where ideas are discussed crisply and decisions are reached.  We manage the room to create safety to reveal.  We allow the leader to participate with their wealth of knowledge and commitment to the organization.

    In this section:


    Strategic Planning & Execution
    Purpose Vision, Mission, Values Alignment
    Process Improvement: Key Indicators
    Process Improvement: SWOT
    Process Improvement: Cycle/Type Alignment
    Coaching
    Offerings by Business Phase
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I learned more in a 3 hour session than 3 days at a Harvard Business School Management training I recently attended .

Joe Panetta, President & CEO, BIOCOM

My group helped me rekindle my passion for the Law.  My chair and group members hold me accountable to the commitments I make, and they challenge me to create a professional and personal life that is rich and fulfilling.  They will settle for nothing less for me.
On a more practical note, I developed a P & L on each attorney, at the urging of Rosemary, to show the bottom line contribution of each attorney within the firm.  We then used that document to have discussions with each attorney about their contribution to the firm at review time and bonus time.  Results:  eliminated 2 low performers and increased the effectiveness of the remaining team members.   My Group also assisted me in analyzing where and when to move my offices.
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Tom Balestreri, Managing Partner, Balestreri, Pendleton, Potoki, LLC

Rosemary got my head back in the game.  She helped me revitalize my business and my objectives for my future.
(developed & implemented an effective Exit Strategy )

David Stowe, Principle, The Ardell Group

My executive team was highly dysfunctional until the Solutions team began working with me, and eventually my direct reports.  Now we manage conflict constructively. We have trust and accountability.  As a result, my team have created a blue ocean strategy for our industry.

Anonymous, General Manager, Public Company

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