Retreats Should Focus on Conversations and not Presentations

When we facilitate executive retreats, we use the 30/70 rule. 

30% presentation 

70% conversation

Think about it this way - you spend so much time and money traveling to meet in person (leaving your family and favorite pillow behind), so you want to make the most of that time. Don’t do things that could easily be done virtually (or through email). 

SYNERGY (noun);  combined efforts being better than the parts.

Retreats are an opportunity to build team synergy through critical thinking, brainstorming, challenging, testing, and discovering best solutions.  

Meaningful pre-work is a must - you don’t want the team coming in cold and unprepared. And, they don’t want that either.

• Gathering and presenting data

• Introducing ideas and innovations 

• Asking questions

Topics should focus on IMPACT;   

• growth, depth, and reach of your firm

• client experience

• employee, team support

• improving your industry and the communities you serve

Let us take the organizational load off your shoulders for your next team retreat.

Reason #5: Why You Need An Executive Team Coach: To Understanding Yourself and Understand Others

“Most people think they know what they are good at. They are usually wrong. More often people know what they are not good at - and even then more people are wrong than right.”  - Peter Drucker

I read this Drucker quote over twenty years ago and it stopped me dead in my tracks. Is this true? Could it be possible? Don’t I know myself better than anyone else?  

The answer unfortunately is ‘no’. (just ask my husband)

The stories we tell ourselves, and what other people observe are often in opposition of each other. 

• You might like speaking in front of a group - but, it doesn’t mean you are effective at it.  

• You may not have an expert grasp on grammar - but you might be an extraordinary writer. 

• You might feel you are unorganized - but you are masterful at organizing thoughts and ideas, and the logical steps to bring them to life.

• And, just because you are creative, doesn’t mean you are a good designer.

When we work with leadership teams we explore what you are good at (individually and as a group), and where there are holes. We organize efforts to leverage your strengths and shore-up your weaknesses.  

Reason #4 Why Hire An Executive Team Coach: Chart a Path & Stay on Track

The first thing I usually recommend when I look at an organization’s strategic plan, is to delete half their goals. Not because they aren’t good (how can you not support improvement). But, because there is no way the group is going to accomplish everything with the time and resources available. And, there is nothing more demotivating than to review your annual goals at the end of the year and realize you have made very little progress. 

I also warn against insular goals established at the personal, team, or department levels. Make everyone establish annual goals, and you are going to get a hodgepodge of initiatives that create a swirl, and not the collective forward momentum you desire. 

My motto: “Don’t mistake activity for progress.”  

And finally, I see that people often mistake operational goals for strategic goals. Operational goals are focused on building a strong foundation. Strategic goals are focused on building the future. 

Yes, there’s a lot to sort out, especially for a very busy executive team. That’s why we are hired.  First, to help you chart a dynamic path forward. Second, ensure your staff understands your strategic direction and how they can support it.  And third, to ensure you stay on track to realize your vision and not get sidelined. 

Reason #3 Why Hire an Executive Team Coach: To Ward Off “GroupThink” & Manage “Power Dynamics”

Group dynamics are deep and wide. And if not managed effectively, can get in the way of open and healthy dialogues. Some people see group dynamics play out very clearly. Others are completely blind to it. Generally speaking - the more power you hold, the more cues you'll miss - or inadvertently squash in a dialogue without knowing it.  

We are the Sherlock Holmes of group dynamics. We unearth unhealthy dynamics and reveal them to the group to work through. We introduce processes and procedures to keep them from creeping into your meetings.

 What is GroupThink?  When a group makes poor decisions because of… 

• collective rationalization (discount warnings/don’t challenge assumptions)

• direct pressure on dissenters (pressure not to express arguments)

• self-censorship (go with the flow to fit in)

• illlusion of unanimity (everyone else seems to be in agreement)

• illusion of invulnerability (encouragement to take big risks)

• sameness (similar backgrounds and work experience - you view things the same way)

There are a number of power dynamics that are present in the workplace. Here are a few…
positional power - expert power - informational power - coercive power - connection power - referent power - reward power 

We help you SEE how group dynamics are playing out on your team - and give you the information and tools to keep unhealthy habits from forming.

Reason #2 Why You Need An Executive Team Coach: Because You Are Two Optimistic

Studies show that the more power you have, the more optimistic you are. 

While optimism is an important trait for a leader (who wants to be led by a pessimist), being OVERLY optimistic - especially in the face of glaring internal or external issues - becomes problematic. 

And think about it, if power wields optimism, then the lack of it wields pessimism. 

Therein lies the problem.

Employees at the bottom of the totem pole can be overly pessimistic. This may be due to a lack of information, or a narrow perspective.  Or, because they are seeing something that the leaders at the top aren’t.  

While optimism keeps us moving forward, pessimism keeps us from walking off a cliff.

It is important for leaders to transfer knowledge and information to their teams, and keep their ear to the ground to understand business realities.  

We help you narrow the optimistic/pessimistic gap by SEEing things from different perspectives - ensuring that you gather important information - learn from different perspectives - and effectively solve problems as a team.   

Reason #1 Why You Need An Executive Team Coach: Teams are waiting for answers, decisions and follow through.

Because teams are waiting for answers, decisions and follow through on the issues and solutions surfaced in various meetings. And if that follow-up takes too long, is not well thought through, or is all together forgotten, people will check-out or move out. They feel as though they haven’t been heard. They feel they don’t matter.

I get it, things get in the way.

Executive teams are inordinately busy. Fires absorb their time and attention. This, in turn, kicks internal tasks down the road.  But, many of those fires wouldn’t exist if things were in better order internally. 

Building a solid foundation of structures, processes, roles/responsibilities, education and support is paramount. 

We help you RUN your business more efficiently and effectively. One way to do that is to make sure team questions/ideas/issues are surfaced, discussed and addressed in a timely manner.

Just Call Me Goldilocks

Like Goldilocks, I am a big snoop. I crash businesses on a regular basis. I walk around. Look under the covers. Sit at different seats at the table. Taste the kool aid.

Too much? Too little? Just right?

In today’s business climate, we are at an inflection point.

• TOO HARD isn’t going to motivate or retain employees (hello Twitter).

• TOO SOFT isn’t going to ground and focus employees (you know who you are).

• JUST RIGHT therefore, shows up when there is a collective focus and purpose so people are able to do their best work.

My snooping takes me through company doors to see the inner workings of an organization -operations, team structures, meeting profiles, personal interactions, leadership styles, business goals and results.

• Too hierarchical, too flat, or just right?

• Too collaborative, not collaborative enough, or just the right amount?

• Too much direction, not enough direction, or just the right amount?

• Too many meetings, too few meetings, or just the right amount?

Like Goldilocks, I help you find ‘Just Right’

We’ll take a look at your business aspirations and determine where you want to stand out from the crowd and call attention to yourself. And, how much space you want to take up in the marketplace.

We’ll identify key areas of your business you want your employees to pay attention to and support in their everyday activities.

We’ll provide your workplace a sense of cohesion and coherence by organizing around your aspirational focus and business cycle.

And, we’ll create cycles throughout the year to cultivate business ideation and evolution.

What Coffee Shops Can Teach Us About Employee Retention

I recently took a road trip to visit my family. I am an early riser, so I often head to a coffee shop and get some work done before others wake up. 

On this particular morning my preferred coffee shop wouldn’t be open for an hour, so I searched for another option. The place looked great from the outside. I ordered a coffee and sat down to write.

Within minutes I was itching to get out of there. 

The place was a mess. What I am sure the owners saw as maximally quirky decor, I found to be sloppy, claustrophobic, unorganized and all together distracting. I simply couldn't focus. 

As humans, we need order in order to do our best work.

As with this coffee shop, a company might look good from the outside, but inside it is claustrophobic, sloppy, and all together unorganized.  Before long employees are itching to leave. 

CLAUSTROPHOBIC: Micromanagement. Little autonomy. 
SLOPPY:  Poor communication and unaddressed issues.  
UNORGANIZED: Unnecessary obstacles that keep people from doing their best work. 

Discuss and address these issues with your team. If you do, you will find people lined up at your door, itching to join your company.

I didn’t know anything about Sally, and she would have been just fine with that.

Sally and her husband were the founders of the highly revered restaurant The French Laundry.  Described as the pioneers of the Napa Valley culinary scene. Recognized as starting the local food movement. 

Sally was quoted as saying, “I didn’t have a mission. I wasn’t trying to prove anything to the world. I didn’t really have a statement to make. I just put good food on the table. It is fun to feed people. It is very pleasing.” 

Sally, I learned, did have a very intentional cooking process. She explained it this way: 

“I was successful putting everything together in the right place. I started with the complex, followed by simple, then more complex. I added texture, color, and flavor. I kept things balanced. All piled high with good conversation.” 

Sally’s attitude and approach have inspired my 2023 focus - just put good programs on the table.  Here’s my new program format recipe (per Sally)

Recipe: Everything Together in the Right Place

Ingredients:

• Start with Complex - understand the layers of business operations

• Followed by Simple - outline the essentials (needs for the business, employees and clients)

• Then more Complex - what happens when essentials aren’t met.  

• Texture - create dynamic solutions that include appearance, tone and consistency.

• Color - reflect the light of internal ingenuity.  

• Flavor - create a distinctive taste that is unique to your company.

• Balance - introduce solutions that are in correct proportion to the end goal.  

Directions: 

• Roll up sleeves and get to work. 

• Mix in plenty of good conversation

Sally died this past year, right before her cookbook - “Six California Kitchens” - was published. In the books’ Forward she was described as, “Kind and generous, forthright and unpretentious.”  

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5 Questions You Should Ask Yourself

Peter Drucker, the incomparable management expert, leadership trailblazer and wise sage once said that we should all answer these 5 questions and share the answers with our customers, our team, our peers, and our boss.

I put it to the test. I was enlightened.

1 this is what I am good at…

I am good at listening to issues, reviewing circumstances, surfacing the unconsidered, envisioning a future, and then pulling from my personal insights and experience to guide you towards a successful path forward. 

2 this is how I work...

I review where you have been and where you want to go…and why. I talk to you. I talk to others. I share perspectives. I probe. We discuss. I push you to think holistically and responsibly. I ensure solutions are foundational (not bandaids). I take a reductive approach to solutions - as architect Ludwig Mies van der Rohe exclaimed; “less is more”. 

3 these are my values…

If you are only focused on making money, I am not your business partner. I believe there should be a responsible balance between your impact on your team, your customer, the world, and your bottom line.  

4 this is the contribution I plan to concentrate on...

I will offer you a simple and focused path forward. The results will take time. But through a concerted focus, regular education and communication, collective efforts will result in a steady buildup of momentum that will propel your organization forward in important ways. 

5 these are the results that I should be expected to deliver…

A focused and dynamic organization. People will feel connected and ideas and solutions will flow easily - individuals will know where their time and energy should be placed - teams will understand where ingenuity should take root - a perfect balance of vision, partnership and execution will emerge.  

I encourage you to go through this very insightful process! Let me know what you discovered.