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Leadership team retreats and offsites

Most leadership teams never get time to step back together. The urgent work always wins. A retreat takes your team out of the day-to-day long enough to answer the big questions: where the business is going, what it stands for, and who owns what to get there. You come home with a plan the whole team built, and a rhythm to keep it moving.

A retreat in four parts: Discover in the weeks before, Align on day one, Decide on day two, and Commit over the 30, 60 and 90 days after. DiscoverWeeks before AlignDay one DecideDay two Commit30-60-90 Yourretreat
The retreat is the middle of the work, not the whole of it.

Who it's for

For leadership teams at a turning point

Retreats work best when a business has momentum and a big question in front of it. I work mostly with owner-led and family businesses in Alberta's industrial and trades economy.

Family businesses

A founder and the next generation working side by side, where roles, authority, and the long-term picture all need to be talked through out loud.

Growing companies

The business has outgrown the plan in the owner's head. The team needs a shared direction and a short list of priorities everyone can repeat.

Teams in transition

New leaders, a succession plan underway, or friction that keeps resurfacing. A reset on how you work together and who owns what.

Owners who want buy-in

You could write the plan yourself. A plan your team builds with you is the one they will actually carry out.

What you leave with

Decisions, owners, and a plan

Every session builds toward something you take home. Nothing ends as a flip chart nobody reads again.

People

A shared language

  • A DISC and Driving Forces report for every leader
  • A team wheel showing how the group communicates and decides
  • Practical strategies for working with each other's styles
  • A neutral way to talk about differences without making them personal

Direction

Vision, mission, and values

  • Where the business is going and what winning looks like
  • Values the team agrees on, written as tools for real decisions
  • An honest look at strengths, weaknesses, opportunities, and threats

Focus

Five strategic priorities

  • Chosen together, by impact and effort, from everything on the table
  • A named champion for each one
  • Objectives, key initiatives, success measures, and 90-day quick wins

Execution

A 30-60-90 day roadmap

  • Milestones for each priority, with clear accountability
  • A meeting rhythm: weekly champion check-ins, monthly reviews, quarterly deep dives
  • Written personal commitments from every leader

Team

A stronger team

Shared work and a shared experience away from the office. Dinners, a team activity, and time to talk without the phone ringing build the trust that makes the plan stick when you're back at work.

How it runs

The work before and after matters most

The retreat succeeds because of what happens before it, and it pays off because of what happens after it.

  1. Discover

    Four to six weeks out: a confidential 45 to 60 minute interview with each leader, a business diagnostic, and DISC and Driving Forces assessments.

  2. Design

    An agenda built around what discovery shows, with a workbook for each participant. Themes are shared without names, so people can be candid.

  3. Retreat

    Off-site and fully facilitated. We start from the evidence, understand each other, then decide what matters and who owns it.

  4. Follow through

    A full written report within 10 business days, a one-page plan, and a two-hour virtual check-in with the team at 30 days.

A sample retreat

An evening and a day and a half

Every agenda is built for the team in the room. This is a common shape.

Arrival evening

  • Welcome, intentions, and group agreements
  • Team dinner celebrating the story so far
  • What the discovery interviews and diagnostic found

Day one

  • DISC and team dynamics
  • Values: what the business stands for
  • SWOT, then the five strategic priorities
  • Champions named, and first drafts of each plan

Day two

  • Vision, mission, and values confirmed
  • The 30-60-90 day roadmap and meeting rhythm
  • Personal commitments and a closing circle
  • A team activity before everyone heads home

What it looks like

A family-owned industrial group sets its next chapter

A multi-generational, family-owned equipment and crane services group with more than 400 employees brought its executive team together for a three-day strategic planning retreat. The business had a succession plan underway and a big vision, and the leaders needed to agree on how to get there.

The team left with five champion-led strategic priorities, a validated vision and values framework, and a 30-60-90 day implementation roadmap they are executing today. Participants rated the retreat 8.7 out of 10, with a Net Promoter Score of 58.

Common questions

Before you plan one

How long is a retreat?

Most run from an evening arrival through a day and a half of facilitated work. Bigger teams or bigger questions can run a full three days. We set the length together on the planning call.

Who should be in the room?

The owner and the leaders who will carry out the plan, usually 8 to 12 people. In a family business, that often means the founder, the next generation, and a few senior leaders from outside the family.

Where do we go?

Somewhere away from the office, from a venue within driving distance of Edmonton to a mountain lodge. Venue, meals, and the team activity are separate from facilitation and paid at cost. I help you choose and coordinate.

What's the team activity?

A shared experience matched to your team's culture, like sporting clays, a guided fishing trip, hiking, or axe throwing, with winter options too. It can open or close the last day.

Will people actually be candid?

The discovery interviews are confidential, and themes are shared without names. Group agreements at the start set the tone: challenge ideas, not people, and what's said in the room stays in the room.

What about the people who weren't there?

Your report includes a communication plan for sharing the outcomes with the rest of the company, and a one-page plan your whole team can see.

How far ahead should we plan?

Discovery starts four to six weeks before the retreat, so give yourself at least that much lead time, plus time to book the venue.

Contact

Get your team on the same page

Start with a 30-minute discovery call. Tell me where your team is and what you need to decide, and I'll tell you honestly whether a retreat is the right move.

Pick a time that works