EXECUTIVE OFFSITES AND LEADERSHIP RETREATS
Executive offsite facilitator.
I design and facilitate executive offsites, leadership retreats, board retreats and leadership summits for CEOs, Presidents, CHROs, Board Chairs and Chiefs of Staff. More than three hundred over forty years, across North America, Australia, New Zealand, Europe and Asia.
Most engagements begin the same way. Someone tells me the leadership team has two days booked, an agenda that is mostly presentations, and a quiet sense that the last one did not change anything. What they are really asking is whether this one can.
“The offsite the CEO has in mind is not always the offsite the team needs."
What an Executive Facilitator Actually Does
Running the agenda is the smallest part of the work. An experienced facilitator finds out what the team most needs to talk about before the meeting is designed, builds an agenda around that rather than around the slide deck, holds the room steady when the conversation gets honest, and makes sure the commitments made in the room survive the flight home. The CEO gets to participate as a leader instead of managing the meeting.
How an offsite engagement works
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Before: confidential interviews
Being a CEO or President can be one of the most rewarding and most isolating roles in business. Most of the people you encounter day-to-day need something from you. The role rarely allows for the kind of unguarded thinking that the most consequential decisions require — and that is the space I work in with the leaders I serve.
— 02
Design: the agenda the team needs
Strong organizations are not built by exceptional CEOs alone. They are built by leadership teams that trust each other, align on what matters, and execute together. I help senior teams get there through facilitated work — retreats, summits, and offsites — focused on the human dynamics that determine whether a team performs at its potential: trust, accountability, clarity, conflict, silos, and the integration of new members.
— 03
In the room: neutral facilitation
I hold the room so the CEO does not have to. That means keeping the group on the conversation that matters, drawing out the people who have gone quiet, naming what is happening when the room avoids something, and making sure decisions are actually made rather than assumed.
— 04
The weeks after the offsite determine whether it mattered. Before the group leaves the room, commitments are made explicit and owned. After, I stay close enough to help the team hold itself to them.
After: follow-through
When leaders bring me in
An annual leadership offsite or strategic planning retreat needs an experienced outside facilitator
A board retreat or leadership summit requires neutral, skilled facilitation
The CEO wants to participate fully rather than run the meeting
Trust or alignment inside the executive team has weakened
Conflict has gone underground and is no longer discussed openly
The team needs to surface issues that are difficult to raise internally
A new CEO or senior executive is being integrated with an existing team
Two leadership teams are coming together after an acquisition or merger
The last offsite produced good feeling and no change
300+
Executive offsites, retreats and leadership summits facilitated
150+
CEOs and Presidents advised
40
Years alongside our leaders
5
Continents
“A more powerful facilitator could not have been found for our first leadership face to face. The time with the team and Mark was such an important step in the growth of Worley.”
Chris Ashton
CEO, Worley
Questions Leaders Ask
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Ask three things. First, what the facilitator does before the meeting — if the answer does not include speaking confidentially with the team members individually, the agenda will be built on assumptions. Second, whether they facilitate the human dynamics or only the process; most leadership offsites fail on trust and candor, not on process. Third, whether they have sat in an executive seat themselves. Senior teams grant candor to someone who has carried comparable weight.
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When the issues are consequential, when the team needs honest dialogue rather than polite agreement, when the CEO wants to participate as a leader rather than run the meeting, or when the conversation the team most needs is one no insider can safely lead.
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Six to eight weeks is comfortable. The pre-offsite interviews take time to schedule around executive calendars, and the design should follow the interviews rather than run alongside them. Shorter timelines are workable, but the preparation is what makes the meeting worth holding.
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Most executive offsites are one and a half to two and a half days. A single day can work for a focused decision. Anything less rarely gets past the surface, because the honest conversation tends to arrive after the first evening together.
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A conversation with the CEO or sponsor about what they are hoping for, confidential one-to-one interviews with each member of the executive team, a synthesis of the themes that emerged, and a designed agenda built around those themes. Individual comments are never attributed.
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Fees depend on scope — the number of pre-offsite interviews, the length of the session, and the follow-through afterward. Engagements are quoted as a single fee after a scoping conversation. The useful comparison is not the fee, but the fully loaded cost of putting an entire executive team in a room for two days.
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Commitments are made explicit and owned before the group leaves the room. Afterward I stay close enough to help the team hold itself to them, because the weeks following the offsite are what determine whether anything actually changed.
If you are planning an executive offsite
If you have a leadership offsite, board retreat or leadership summit ahead of you and you want it to produce something that lasts, I would be glad to have a confidential conversation about it.
Conversations are confidential and carry no obligation.
RELATED READING
Why Some Executive Offsites Change Leadership Teams — and Most Don't
The Wrong Facilitator Costs More Than the Fee
The CEO's Hidden Opportunity — Why Great Leaders Step Out of the Facilitator's Role
The Work Before the Work — What Has to Happen Before an Executive Offsite Is Worth Holding
Reading the Room — What an Executive Offsite Reveals About Your Team
What Happens After — Why Great Executive Retreats Don't End When Everyone Leaves