Done well, retreats and other partner meetings can be powerful tools to influence the success of a professional practice. Certainly, given the cost and time involved, they need to have a noticeable impact if they are to be justified. Alas, this is not always so.
One of the problems is that while management committees spend a great deal of time discussingagendas for the meeting, they rarely are precise about the meeting’s goals. In too many cases, firms have not articulated what they want to have happen as a result of the retreat.
Firms should not even consider the agenda until they can give a clear and unequivocal answer to the questions, “What changes do we want to occur as a result of the meeting?” and “How will we know if it is a success or not?”
It is remarkable how often ready answers to these questions are not forthcoming. Firms know they want to have a meeting —they’re just not sure why.
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