Atlanta Leadership Retreats
Utilize A Leadership Retreat To Boost Your Organization
| New Organizations | Merged Organizations | Struggling Organizations | Next-Level Organizations |
|---|---|---|---|
|
Whenever an
organization is formed
it is essential to put a
solid foundation in
place. Without it, the
curve to get from
forming to storming to
norming to performing
can take longer and be
full of costly mistakes. |
When two
organizations come
together there is an
inevitable clash of
ideas, values, systems,
goals, and culture. This
conflict – whether
subtle or outspoken –
can cause damage to
reputations, the loss of
good people, and
delays in meeting
expectations. |
Sometimes
organizations get stuck
in a bad place where
everything seems
harder than it should.
It is essential that the
leaders come together
to address conflicts,
mistrust, missed
targets, high turnover,
low morale are other
signs that things are
out of alignment. |
Sometimes an
organization decides
that “good enough is
no longer good
enough.” But how do
we get from good to
great, or great to
amazing? Plateauing
can be dangerous –
causing them to lose
focus, or become stale
and lose impact and
good people. |
|
But with a clear path
forward, a new
organization can work
through the inevitable
growing pains more
quickly, performing
better in a shorter
amount of time. |
But with a mediated
process of bringing the
two leadership teams
together and
facilitating open and
constructive
conversations, each
team can let go of their
singular identities and
build a unified team. |
But with the right
process of clearing the
air and resetting
expectations, an
organization can get
back to healthy
functioning, good
communication, and
producing results. |
But with the right
launch sequence, an
organization can break
through their current
level and reach new
heights of
accomplishment,
processes, and impact. |
|
This allows the
organization to reach
their targets, meet
expectations, and build
a strong brand. |
This mutual
collaboration brings
the merged team “on
line” sooner, allowing
the work to get done
and the team to shine. |
This gives the
leadership team the
tools they need to give
the organization the
energy to meet their
goals, support stakeholders, and be
seen as a success. |
This allows them to
achieve greater levels
of productivity, recruit
top talent, and drive
the organization
forward. |
The Leadership Retreat Process
- Needs assessment call
- Proposal submitted (and accepted)
- Leadership team member survey.
- Pre-event consultation with primary leader.
- Retreat held.
- Post-event consultation with primary leader.
- 30-Day follow up session with leadership team (virtual, 45-60 minutes).
How we build your retreat
Every organization is different, but there are certain core ingredients every leadership team must have in place. We take the insights gained from the team leader interview and the results from the leadership team survey to craft a program designed to help your leaders bridge the gap between where they are and where they need to be. An essential part of this process is our “whole-brain” approach to teamwork.
We all have preferences for different ways of thinking, and the accompanying skills and viewpoints. But to be a solid leadership team we must bring together all these assets and align them. And while most of these ingredients appear self-evident, many organizations have not taken the time to clearly define these essential elements.
| Analytical Brain | Conceptual Brain |
|---|---|
|
Goals – clear, compelling, and relevant. |
Vison – Know where we’re going. |
| Systematic Brain | Relational Brain |
|---|---|
|
Standards – clearly define how the work must be done. |
Values – What is most important to the leader? |
How long should our leadership retreat be?
| Half-Day | Full-Day | Two-Day |
|---|---|---|
|
Great for teams that have very busy schedules and can’t be away for long. Best for teams with smaller issues to tackle, challenges with less complexity and lower emotion. |
A full day is appropriate for teams that have a moderate amount of “heavy lifting” to do. Target 2-3 key areas and adequately work through the challenges and create team cohesion around new structure. |
This is for teams that have a lot of ground to cover. This time frame allows for a deep dive into a wide range of topics and allows for processing of more personal challenges or aspirations. Big commitment allows for big changes. |
