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Probably the most common reason I have heard over the years from hospital C.E.O.s for having a retreat is: “We need some team building.” Now that’s not a bad reason, mind you, but by the time the C.E.O. recognizes the problem, things are often beyond fixing. But a well-planned and executed retreat can rescue things if the participants, starting with the C.E.O., can muster the right attitude. And the attitude should first and foremost recognize that a retreat is not a “fixit” kind of happening, but is instead the beginning of a process.
There are basically two kinds of retreats. The first type of retreat is about “corporate culture” – developing, changing or maintaining what an organization is and stands for. For instance, in all the years I have been active in health care management I have never met a hospital that didn’t have “quality patient care” as a pillar of it’s credo. Yet I have known hundreds of hospitals whose employees thought the pledge was a joke. And since they didn’t truly believe it, they didn’t practice it and therefore inferior care was administered. Would they rather have been proud of the quality of care they gave to their patients? Of course! But it just wasn’t their culture. Retreats are the perfect place to set the proper tone, devise the master blueprint, agree on mutual purpose, become convinced that “this” organization is something special and very good and know what that something is.
The second type of retreat is the “goal specific” retreat. It is used less frequently, but can have a great impact on the organization. If we want everyone behind a new community relation’s effort and want to reap the benefit of everyone’s thinking, a retreat may be the one best way to creatively approach the problem. One good idea can pay the costs of a retreat many times over. And we should be aware that it takes time. People usually require time to relax and let go of some of their immediate anxieties and frustrations. It never ceases to amaze me how a little fun, getting to know each other and building some trust can unleash terrific problem solving energy.
Now for some specifics:
WHERE – One requirement here – get away from the facility! It doesn’t have to be fancy and/or expensive, but it does need to be a different, hopefully special environment. Board members may seem to appreciate some measure of frugality in their retreats, but they will still expect creativity and fun to be part of the program. (I must admit that there is often one exception to this rule and that is physician groups. Some of my physician friends may resent me saying this, but they do love, and often expect, luxury and terrific restaurants.)
MIX OF WORK AND PLAY – One of the greatest benefits of a well-executed retreat is the opportunity for people to get to know each other in ways that would never happen in the institutional setting. The NUMBER ONE negative comment I hear from health care employees today is THERE IS NO TRUST HERE. People must learn trust and this is virtually impossible without getting to know each other. This can be accomplished both during the organized sessions and during free time, which there should be PLENTY of at every retreat. If not, then why go away?
THE PROGRAM – You should carefully choose your facilitator and tell them what OUTCOME you are seeking. Be specific. If they have the type of health care, organizational and seminar experience they should have, they will know how to get you there. My greatest joy as a facilitator is being able to utilize my experience in hospital administration, organizational psychology and facilitation to help my client achieve the goal they are seeking. The program should consist of the right mix of communications exercises, interpersonal links, creative sessions, hard business and fun to send everyone home enthused and you satisfied in the results.
Of course there is much more we could discuss, but this hopefully is a start. Retreats and seminars are an art, not a science and that is why professionals enjoy the challenge so much. The pay-off is worth it.
Twyman Towery, Ph.D., LFACHE has over 30 years experience in the health care field as a hospital CEO of acute care, psychiatric, non-profit and investor owned hospitals. He has served in the corporate world as CEO, COO and V.P. of operations. He has worked as a consultant, facilitator and speaker for over a thousand organizations and internationally. He has written three books and is currently working on two more.
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