Charles Russell was always a strong planner. Early in his career, when he wore most of the hats, he would go off alone on quarterly two-day planning retreats. “It was a struggle. I'd put the whole company plan together, and I'd come back and say, ‘This is it.'”
Now Russell's company, Westhill, located in Woodinville, Wash., has 35 employees and does more than $6 million in volume. Russell is working on an exit strategy. His solo stint has morphed into an annual two-and-a-half day “executive strategic planning retreat.” Held in early January, the retreat, which Russell instituted six years ago, refreshes and invigorates staff, while setting the company on track for the coming year.
Attendees: Russell's “executive team” — sales, office, production, and customer service managers, and Russell himself as general manager. The company's accountant and business development coach facilitates. The first few years Russell ran the meeting himself and was not only exhausted, but he couldn't participate.
Day 1: Attendees have breakfast in the meeting room. In fact, all meals are taken together. “The networking after the meeting is just as important as the meeting,” Russell says. They share reports of the past year — success stories, greatest losses, and personal growth as well as financials — and do a business diagnostic report, an informal analysis of each team member, a SWOT (strength, weakness, opportunities, and threats) report, as well as review and update the company vision.
Day 2: Brainstorm the direction the company is going in considering what was established the day before. Begin action planning and list what it will it take to get there: milestones, timelines, responsible parties, budget, goals, and measures of success. Long-term planning session. Present a projected budget for the year.
Day 3: Half day for review and a listing of personal goals.
“A retreat like this,” Russell says, “has to be an open, honest discussion. If people are guarded about what they say, you're going to miss a lot.” Russell makes sure attendees feel they're in a safe space, where “nothing leaves the room. I lead that by sharing something a little bit personal or challenging to break the ice.”