Case Study #7 - 1st Ever Strategic Retreat for Company

After working with a small family run business for several years and coaching several of the leaders, we decided it was time for a strategic retreat. The business had grown significantly and the company’s infrastructure had not kept up. While the executive leadership team had had some prior solid corporate experience, the extended leadership team had largely risen from the ranks and had never had any leadership training. Change was needed but the company was stalled on making it happen.

 

Prior to the retreat we had done several things that allowed us to design a two-day retreat to specially meet the client’s leadership needs including the following:

  • Individually coached several of the key leaders

  • Facilitated numerous executive leadership sessions surrounding significant changes in the company’s business

  • Facilitated teambuilding sessions at the plant level

  • Completed DiSC assessments for all individuals and introduced DiSC as a tool for more effective communications and greater understanding of one another.

  • Developed, organized and facilitated an Organizational Development and Design Committee that surfaced the key areas of focus they would address moving forward and also provided some tools for the retreat.

  • Provided coaching to leaders preparing to present at the retreat.

 

The two-day offsite retreat was the first time this team had ever come together as a group to focus on strategy and leadership. The time together included the following:

  • The first time ever cell phones were left at the door!

  • Rapport building, connection and getting to know one another even better

  • Positive communication skill building

  • Trust building exercises

  • Communication of the corporate vision, including the ‘Why!’

  • Departmental presentations that broke down silos, allowed everyone to be more informed, allowed individuals to step into and demonstrate their capabilities and provided for greater alignment and collaboration

  • Demonstration of a commitment to continuously improve

  • Team building exercises

  • Discussion and alignment on over-riding priorities that were needed to sustain the strategy.

  • Break our groups and brainstorming on how to move forward with key initiatives.

  • Creation of committees, action plans and accountability to support key initiatives.

 

The results were energy, enthusiasm and excitement about the strategy, getting everyone to row in the same direction, unity of the leadership team, skill-building and tools to facilitate success, and a much deeper respect for one another.

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