Marketing your brand’s mission and vision internally to your staff is just as important as marketing the benefits of your brand to your prospects. While there are many ways to market to your staff, a very common tactic is the Corporate Retreat.
For a discussion on how to achieve the best results from a retreat, I have asked a very good (and very smart) friend, Sandra Boyer, to share her thoughts.
Sandra has helped law firms of all sizes plan and execute retreats for over 16 years. She is a Principal at the legal industry consulting firm of Boyer Greene LLC (www.boyergreene.com) and the President of the LEGUS international law firm network (www.leguslaw.com) Sandra has been a featured speaker at conferences throughout the USA and across Europe. The following gives an outline of her “tried and true” approach:
1. DEFINE THE OBJECTIVES
a. Consensus: Develop a consensus regarding specific issues. Identify the issues and through discussion – create a plan to address them.
b. Strategic Direction: Create a strategic direction including identifying firm vision, goals, objectives and strategies.
c. Major Issue: Communication and discussion regarding major issues facing the firm.
d. Enhance communication: Overall communication enhancement.
e. Team building: Creating a firm rather than individual fiefdoms.
f. General: Combination of all of the above
2. PLAN THE LOGISTICS WITH DETAIL

a. Start early – it takes a long time to begin and implement the process.
b. Include as much detail in the retreat material as possible
c. Who, what, where, when, and why?
d. Committee vs. Administrator
3. INVOLVE AS MANY PEOPLE AS NEEDED TO CREATE BUY-IN TO THE PROCESS AND YOUR DESIRED OUTCOME
a. Questionnaires: distributed and responses received in advance of the retreat to help set the agenda.
b. Interviews: receive as much information as possible from appropriate people within the firm.
c. Focus groups: Interactive information gathering.
4. USE AN OUTSIDE FACILITATOR
a. Benefits of using an outside facilitator are tremendous compared to the cost affiliated with the process. He/she will: Remain neutral during the conversations, Coordinate the discussion for maximum results, Share his/her professional knowledge and experience to assist the firm in making effective decisions, Help build consensus when needed, Control the discussion to avoid conflict, rudeness, etc., Ensure the timeline of the agenda is followed
5. SET GROUND RULES FOR DISCUSSIONS
a. Listen
b. Communicate with respect
c. No name calling, bad language, etc.
d. Let others share ideas, thoughts, commends without threat of retribution
e. Don’t dominate the conversation
f. Participate in the conversation
g. Be respectful
6. CREATE A USEFUL AGENDA
a. Determine who should attend based on agenda topics.
b. Don’t overreach by including too many topics.
c. Adhere to the timeline of the agenda or agree to modifications during the retreat when needed
d. Keep it realistic
e. Outline vs. recommendations based
7. INCLUDE SOCIAL ACTIVITIES
a. Act as a communication tool
b. Creates team building
c. Limit the alcohol
d. Evening prior, evening after or both
e. Can be fun – go carts!
8. RETREAT MATERIAL
a. Include internal firm information relevant to retreat agenda topics
b. Include external information relevant to retreat agenda topics
c. Include economic information as relevant to the agenda topics
d. If specific issues to be addressed – ensure all relevant material is included
e. Organize the materials effectively
f. Provide to attendees in advance of the retreat for review
g. Mark them confidential.
h. Sometimes materials are returned to the MP or Administrator at the conclusion of the retreat.
9. LOCATION OF RETREAT
a. Out of the office.
b. Out of town.
c. Depends on objective of retreat.
d. Plan early to get appropriate space.
10. IMPLEMENT EFFECTIVE FOLLOW-UP
a. Take good minutes, prepare and distribute them immediately following the conclusion of the retreat.
b. Create an Action List of agreed upon items, assign responsibility and time lines.
c. Review minutes and action list at each partner or lawyer meeting.
d. Communicate summary of retreat to staff to create involvement and team mentality.
e. Use as the basis for the next annual retreat.
f. Update timeline and strategies as implemented.