How to Conduct Successful Retreat

New product or services launched, or new system or policy implemented, or any other new things spread to the field, they always need closely tracking and immediate follow up on any progress of it. Moreover when such obstacles or issue arise during the implementation, a super immediate crucial action required to fix it. In long run, whether it goes smoothly or not, we still need to do regular review and assessment on it to enable us to do some corrections and improvements. As a solid team, all members need to sit down together to discuss and find the best way to do it. To go for it, it’s a good idea to conduct a retreat for more casual atmosphere on coordination role.

There is no doubt, retreat is a good choice to find a solution for a team and makes the team even more solid in the same time, more personal approach in within the team member, more insight discussion in casual atmosphere.

Here are tips on how to make a plan for retreat :


Seek and find an appropriate location.

Retreats work best in off-site, flexible, casual environments. For instant; you could rent a beach house in the winter or a ski chalet in the summer, for example. You could even hold the retreat in the living room of a coworker if the space is large enough. The relaxed atmosphere may help spark meaningful dialogue.

Get the length and size of the retreat right.

The most effective retreats last only 2 to 12 days. That’s enough time to create the climate of trust necessary to make genuine progress, to explore issues thoroughly and to build a commitment to change (but not so long that participants lose interest). Limit retreats to reasonably small groups if you want to accomplish serious work while making sure you include all necessary participants. Sometimes, though, it can be invaluable to have the broader perspective a larger group provides.

Conduct and Interview participants in advance.

Often in the initial planning stages, a retreat facilitator speaks only to the senior officer that hired him or her. The executive’s input, while helpful, does not necessarily represent participants’ real concerns, and it’s not uncommon for the facilitator to get blindsided when unexpected issues come up during the retreat. By insisting the facilitator pre-interview a good cross-section of retreat participants, you’ll help uncover some potential land mines while there’s still time to address issues in a productive way.

Be present.

It is critical to the success of the retreat that the leaders be present (physically and mentally). Participants won’t take the work seriously if you and your peers don’t make the commitment of time and energy to be present and engaged. Show up on time for all retreat sessions and activities. Do not allow yourself to be interrupted by outside any other activities but the unless there is an emergency.

Let participants in on the discussion.

Don’t dominate the talks or take over the proceedings, even if you’re the “big cheese” and others defer to you (which they will at first). Holding back may go against your nature, but if you don’t, you may inhibit serious discussion and suppress differing viewpoints.

Resolve conflicts on the spot.

If the facilitator can lead participants to discover areas of agreement, it will greatly enhance the climate for resolving disagreements. One way to diffuse tension is for him or her to break the group into pairs or threesomes for 5 to 10 minutes for more casual discussions or call a short break to give people a chance to cool off.

Back in the office, make the plan stick.

Design simple, clear implementation strategies and show people how they apply to everyday priorities and decision-making tasks. Management must demonstrate support and commitment because everyone will be watching its behavior. Be willing to change systems and structures if they prove to be inefficient.