Planning a Management Retreat, Part 2: Put Your Plan In To Action

In part 1 of this series, we looked at the first steps of planning a management retreat. Now, let's dive into the real nitty-gritty: the effective execution of that plan.

Presenting the Proposals:

Prepare three draft retreat outlines. This does require some work. However, in the long run, it will save you time because management can review each proposal and then select ideas and details from one or each of the suggested itineraries. Each proposal should include a complete breakdown of the venue options, team-building activities, breakout session topics, free time, lodging logistics, meal planning (if you are renting a vacation home - who's doing the cooking?), etc. You may even consider putting together a visual presentation along with your outlines and scheduling a time to present each option. This is a crucial part of the retreat planning.

Allow management time to ask questions about the facilities and give them as much detailed information as possible concerning every aspect of your proposals. You don't want any surprises once you book the venue. For example, one year we suggested a great rustic lodge in the mountains for our three-day management retreat. The execs liked it because we had planned horseback riding, skeet shooting and a mini-Olympics along with our formal strategic planning sessions. Sounds terrific, right? It was, except that the facility was lacking adequate technology capabilities and the Internet connection was limited. This caused some real problems for us. Make sure you know ahead of time if that is a "priority." If your goal is to be completely shut off from work, it might not be a problem, but this was not the case in our situation.

Communication is Everything:

Keep the attendees in the loop early about the plans for the retreat. You can keep the agenda details a secret if you want to maintain the element of surprise, but it's very important to let everyone know the general logistics. Send out regular updates, venue contact information, etc. Within a week of the retreat, send each attendee a packet with the agenda, suggested items to pack, business materials they may need for meetings and breakout sessions, and a map. Give them information on travel arrangements (are you traveling together or meeting at the location?) and be prepared to answer questions they may have.

One year, our executives made the decision to rent a vacation home on a lake. We had two females on the team who wanted to know lodging arrangements and whether they would have their own rooms. It's important to respect everyone's needs and personal concerns if you are planning a retreat where everyone is staying in the same place. Our executives insisted on the team staying together, but sometimes not everyone accepts the notion of communal lodging! Fortunately, I had visited the rental and knew the exact floor plan of the home including how many bathrooms, beds and other amenities. We were able to assure these team members they would have privacy. Don't take anything for granted in your planning! Keep your HR department in the loop to me make sure you are not violating any employment laws.

Does the Assistant Stay or Go?

This is a question that elicits different answers from company to company. If your retreat is facilitated by an outside team-building company, you may not need to attend. However, if your company is smaller, and you have been responsible for most of the planning and logistical details, it might be very useful for you to attend. Sometimes assistants tell me, "I'm not invited since I'm not part of the management team." Although it might be true that technically you are not a decision-making manager, your attendance is vital to the overall success of the event. Additionally, it puts you at the location to act as a liaison for any issues or problems that may arise.

As an assistant, my involvement in retreat planning went full circle, from the initial pre-planning, to the proposals, to the agenda and communication. My attendance at the retreats ensured I was a valuable resource to the executives and that the established agenda was followed smoothly. If you feel it would be beneficial to attend, discuss the idea with your boss and focus on the benefits. Be sure it's something YOU want to commit to! It definitely won't be an opportunity to sit by the pool and read the latest Twilight book. You will be working hard.

Follow Up:

Send out evaluations within a week of the retreat. You want feedback (positive and negative) on every aspect. Ask for comments on how to improve, and seek feedback on what worked. These evaluations will be useful when it's time to sit down for your brainstorming session for the next retreat.

There's much more information out there on planning management retreats. This two-part article series will get you pointed in the right direction. Your role, as the event planner responsible for coordinating management retreats, can make you a valuable resource at your company - and it's a real plus on a resume. It can also be a lot of hard work depending on the extent of your involvement, but can be one of the most rewarding and fun aspects of being an assistant.

Lisa Olsen provides OfficeArrow members with down-to-earth career advice from her extensive experience as a Career Consultant. An author, trainer, speaker and consultant, Lisa's dedication to building relationship chemistry and helping people power up their potential has been the catalyst for her own success. Learn more about Lisa and her services, including keynote addresses, resume revision, and on-site professional development training here.