For some, the word "retreat" is a dirty word. It too often means a day (or more) spent in a windowless room engaged in conversations and discussions that rarely do much to advance the organization. Even the word "retreat" suggests a cavalry retreat and a sense of going backwards rather than forward. Should it surprise us then that nonprofit board members recoil at the very mention of a "planning retreat?"
So rather than have these important discussions in piecemeal over several meetings, or leave them to committees, consider carving out the time you need to discuss the critical issues in an environment that is unhurried and unencumbered by the regular business of the board. Structured right, and well-facilitated, you just might find that the board retreat is where the board is at its most productive.
Most strategic planning processes include a retreat at some point. Here are some thoughts and suggestions about retreats for you to consider:
· Many boards have on their calendars an "annual retreat." As the date approaches, they struggle to figure out what to do with the time. If you have to figure out why you are having the retreat, don't have it. Don't waste your board members' time.
· Plan the agenda carefully to maximize the time. Before you schedule the retreat, determine what it is that you really need to accomplish. If you could do the same thing in a regularly scheduled meeting or by sending it to the board in writing, don't do it. Use the time to deal with BIG issues—with strategic questions—that truly need time and careful thought.
· Don't underestimate the value of this opportunity for board members to get to know each other in a different setting. I'm not suggesting that you spend lots of time on icebreaker exercises, however. I'm suggesting that you find ways to help board members get to know each other at a deeper level and, ideally, advance the agenda too.
· While our experience suggests that getting a 6 or 7 hour block of uninterrupted time works well for most retreats, we've also worked with organizations where the retreat was chopped-up into separate sessions on different days. In a few cases, we've had groups that have met on two successive evenings for 3-4 hours each. In another case, we worked with a group that separated their sessions by a few weeks, purposefully so that they could take some ideas from the first session, explore and research them a bit, and then pick-up the work at the second meeting.
· It is hard to facilitate and manage a meeting and also participate actively in it. Consider the potential value of paying a professional facilitator to help you develop your agenda and manage a meeting that helps you achieve your desired outcomes. A good facilitator can help to manage the time, ask (and ask again) the tough questions, and ensure participation by all the participants.
· Keep in mind that a retreat can be part of a strategic planning process and should not be the process. We see a lot of "annual planning retreats" as just that—a once a year occasion to create the annual work-plan. These sessions are helpful but rarely strategic. You should anticipate that a planning retreat will be an aspect of almost any strategic planning process, but it will be just one part of a multi-step process.
In our experience, it is not unusual to find that board members can't remember what happened at the last board meeting, but they can often recall quite distinctly what happened at the retreat that took place many months ago. The retreat offers an opportunity for some truly meaningful discussion and for important decisions that can shape the direction of the organization. Board members appreciate these opportunities.
Plan your retreat well, maximize the time together, and focus on the BIG issues, and you'll find that retreats can be essential tools to advancing your organization.
There is more strategic planning information on Starboard's Blog, or feel free to give us a call at (207) 992-4400.