O-F-F.SITE METHODOLOGY
The 5 Roles
Work|Play to be distributed for Magic to be co-created.
The best offsites engage each and every individual in the organization. You want to choose the PotLuck dinner where everyone cooks together instead of the Michelin-star restaurant.
You do not want an experience where you have a few speakers on stage and the rest is listening. Most people would be passive and the magic comes from getting everyone active, co-creating.
The more people you involve, the more chaotic it risks to become. This is where our methodology comes in handy. There is no such thing as "too many cooks in the kitchen" when roles are clear.
To simplify your onboarding on our methodology, this page covers the core Roles. These 5 roles are not here to limit you and we actually recommend that the 5 distribute further their responsibilities. You can also outsource (to us or others) depending on the talent available.
You do not want an experience where you have a few speakers on stage and the rest is listening. Most people would be passive and the magic comes from getting everyone active, co-creating.
The more people you involve, the more chaotic it risks to become. This is where our methodology comes in handy. There is no such thing as "too many cooks in the kitchen" when roles are clear.
To simplify your onboarding on our methodology, this page covers the core Roles. These 5 roles are not here to limit you and we actually recommend that the 5 distribute further their responsibilities. You can also outsource (to us or others) depending on the talent available.
5 core Roles
PeopleLearn and share what people want and need, uphold everyone's interest & hold space for the group.
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ContentFacilitate the co-creative process to source, prioritize, and deliver the offsite program.
See more
PerformanceTurn the Content into a Performance so that the Participants enjoy a transformative experience.
See more
SpaceChoose and set up a space fit for the purpose of the offsite. Connect the team to it and its staff.
See more
ProjectCoordinate all offsite activities into an actionable roadmap that the team commits to and delivers.
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People
Team Building is the core of the offsite. We want to enhance how people feel, trust, and collaborate.
It starts with understanding the Team, as individuals and as sets of relationships. The People lead then shares that understanding with the facilitators so we design and deliver the right offsite for the team and each individual. It is essential that one keeps the Individual perspective throughout the process to make sure everyone and every sub-team journeys successfully through the offsite.
It starts with understanding the Team, as individuals and as sets of relationships. The People lead then shares that understanding with the facilitators so we design and deliver the right offsite for the team and each individual. It is essential that one keeps the Individual perspective throughout the process to make sure everyone and every sub-team journeys successfully through the offsite.
Understand the team deeply so you can share actionable insights to design, deliver and integrate the offsite, you will hold space accordingly.
1) HUMAN FOCUS
The Focus of this role is on each individual's wants and needs, how people feel, trust, and collaborate within and across teams.
2) GRANULAR UNDERSTANDING
To ease cognitive processing, we tend to think of individuals as groups, or entities and we risk forgetting the diversity within. This role is about seeing the organization as a collection of individuals and (sub-)teams having relationships, and as nesting networks within the broader ecosystem.
3) ACTIONABLE INSIGHTS
To design and deliver a great offsite, the process needs to be grounded in understanding the team and the individuals composing the team. Yet facilitators need to focus on key activities and can't dive to the level of granularity the People Lead achieved, so the People Lead prioritizes Actionable Insights for the Team.
4) PEOPLE STRATEGY
The offsite is part of a broader People Strategy including Culture, Leadership, and Workplace work, like Performance Management, Career Development, or Leadership Development. This role is about using the offsite to progress on team upskilling and modeling the behaviors that advance our values.
5) ANTICIPATING
The offsite is a pivotal moment for the organization, one where we celebrate change, plan for change, or progress through change. Some will perceive it as positive, others will not. Anticipate the impact of the different sessions, stay close to teams and individuals, and support them.
6) HOLDING SPACE
The most intangible part of the role and yet one of the most important ones: you want to be present and take care of each and every team and individual throughout the process. Some aspects you can think and act on (like making sure you talk with everyone), but most of this is about being and caring. You can't fake it.
7) LEADERSHIP COACHING
A successful offsite is one where everyone holds space for themselves and everyone else. You coach others so they can do it too. 50 participants, 50 focused on people, 50 holding space...
The Focus of this role is on each individual's wants and needs, how people feel, trust, and collaborate within and across teams.
2) GRANULAR UNDERSTANDING
To ease cognitive processing, we tend to think of individuals as groups, or entities and we risk forgetting the diversity within. This role is about seeing the organization as a collection of individuals and (sub-)teams having relationships, and as nesting networks within the broader ecosystem.
3) ACTIONABLE INSIGHTS
To design and deliver a great offsite, the process needs to be grounded in understanding the team and the individuals composing the team. Yet facilitators need to focus on key activities and can't dive to the level of granularity the People Lead achieved, so the People Lead prioritizes Actionable Insights for the Team.
4) PEOPLE STRATEGY
The offsite is part of a broader People Strategy including Culture, Leadership, and Workplace work, like Performance Management, Career Development, or Leadership Development. This role is about using the offsite to progress on team upskilling and modeling the behaviors that advance our values.
5) ANTICIPATING
The offsite is a pivotal moment for the organization, one where we celebrate change, plan for change, or progress through change. Some will perceive it as positive, others will not. Anticipate the impact of the different sessions, stay close to teams and individuals, and support them.
6) HOLDING SPACE
The most intangible part of the role and yet one of the most important ones: you want to be present and take care of each and every team and individual throughout the process. Some aspects you can think and act on (like making sure you talk with everyone), but most of this is about being and caring. You can't fake it.
7) LEADERSHIP COACHING
A successful offsite is one where everyone holds space for themselves and everyone else. You coach others so they can do it too. 50 participants, 50 focused on people, 50 holding space...
The more people you have in the organization/offsite, the more work for the People Lead to maintain depth. You can scale through videos and surveys or you can add more people to this effort. How many people you need will depend on how many interactions per participant and how long you have to run these interactions.
In addition to having multiple people for the "People" Role. Here are two additional Roles you can create and share responsibilities with:
SUPPORT
This role is about being the Point of Contact during the offsite. They learn about every detail of the offsite and make themselves visible so that people come to them. This is the first line of support that avoids adding pressure on other Roles. For instance, the Space Lead could answer questions about the location of the restaurant, or the wifi password but it is better that they stay focused on making things happen.
OBSERVER
Everyone is invited to give real-time feedback to improve the sessions as they're created. The observer is a way to ensure that it is happening. One person is given the mandate to observe and speak up, that person knows the intention of the offsite and the goals of the session but not how or why the sessions were created the way they are. Their role is as much to provide feedback in a caring manner as to show the other participants how it is done.
In addition to having multiple people for the "People" Role. Here are two additional Roles you can create and share responsibilities with:
SUPPORT
This role is about being the Point of Contact during the offsite. They learn about every detail of the offsite and make themselves visible so that people come to them. This is the first line of support that avoids adding pressure on other Roles. For instance, the Space Lead could answer questions about the location of the restaurant, or the wifi password but it is better that they stay focused on making things happen.
OBSERVER
Everyone is invited to give real-time feedback to improve the sessions as they're created. The observer is a way to ensure that it is happening. One person is given the mandate to observe and speak up, that person knows the intention of the offsite and the goals of the session but not how or why the sessions were created the way they are. Their role is as much to provide feedback in a caring manner as to show the other participants how it is done.
Content
The Content Lead is the Architect facilitating the analysis, goal prioritization, and structure of the offsite.
It is also about designing and delivering the key assets of the offsite: offsite walls/posters, slide decks, website, the offsite pack containing the meeting notes, key insights, AIs, recordings, photos, etc.
Best to distribute Content responsibilities across a few individuals.
It is also about designing and delivering the key assets of the offsite: offsite walls/posters, slide decks, website, the offsite pack containing the meeting notes, key insights, AIs, recordings, photos, etc.
Best to distribute Content responsibilities across a few individuals.
The purpose of the Content Lead is to facilitate a process from gathering ideas to designing the sessions. Most of it is happening through organizing the co-creation. The Content Lead owns the step of "presenting ideas".
1) CONNECTED
Ensure the offsite focuses on what matters most, leveraging it in order to advance key organizational initiatives. You make sure the output of the offsite informs the strategy and operations going forward.
2) STRUCTURED
You facilitate the development of the offsite structure, engaging the team to prioritize the content. That structure becomes the program and the briefing to the facilitators.
3) ITERATIVE
Often, the facilitators gather in waves. First, the executive sponsor names the first five people for the core roles, and then the 5 gather the rest of the team until all sessions have their facilitators assigned. Surveys also bring in new insights. The Content Lead enriches the vision iteratively.
4) CLEAR
The offsite represents a lot of information processing. It is paramount that the content shared with both facilitators and participants is clear. It means to simplify: less is more. Make it easy to navigate, comprehend, and act on.
5) BEAUTIFUL
Not just structured and clear, how can we make the content more attractive? So that people want to consume it, and enjoy their experience of it.
6) THE RIGHT CHANNELS
You choose the best channels to gather and deliver content: text/audio/video, asynchronous/synchronous, online/offline
Leveraging the organization's existing tech stacks and rituals/meetings.
7) EFFICIENT
You design the processes you facilitate - prioritization, briefing, etc. - as efficient as they can be for your stakeholders and for yourself.
Ensure the offsite focuses on what matters most, leveraging it in order to advance key organizational initiatives. You make sure the output of the offsite informs the strategy and operations going forward.
2) STRUCTURED
You facilitate the development of the offsite structure, engaging the team to prioritize the content. That structure becomes the program and the briefing to the facilitators.
3) ITERATIVE
Often, the facilitators gather in waves. First, the executive sponsor names the first five people for the core roles, and then the 5 gather the rest of the team until all sessions have their facilitators assigned. Surveys also bring in new insights. The Content Lead enriches the vision iteratively.
4) CLEAR
The offsite represents a lot of information processing. It is paramount that the content shared with both facilitators and participants is clear. It means to simplify: less is more. Make it easy to navigate, comprehend, and act on.
5) BEAUTIFUL
Not just structured and clear, how can we make the content more attractive? So that people want to consume it, and enjoy their experience of it.
6) THE RIGHT CHANNELS
You choose the best channels to gather and deliver content: text/audio/video, asynchronous/synchronous, online/offline
Leveraging the organization's existing tech stacks and rituals/meetings.
7) EFFICIENT
You design the processes you facilitate - prioritization, briefing, etc. - as efficient as they can be for your stakeholders and for yourself.
The LEADERSHIP and FACILITATORS are involved in determining and designing the content and are part of the content sourcing/prioritization/design process facilitated by the Content Lead.
Here are additional Roles you can create and share responsibilities with:
WALL
You can use the walls of the venue in order to present key concepts or foster interactions on key themes. They can be analog - post-its, boards - or digital - Miro, Mentimeter. You can build them before, during, and after the offsite. You can make them part of your online or physical space after the offsite ends. This entire process benefits from dedicating creative, visual, and crafty people to it.
COMMS
If your offsite requires a lot of assets (slides, documents, emails), you can dedicate the best communicators to them, and not stretch the Content Lead too thin.
SCRIBES
Finally, who will take notes during the offsite? And who will share the actionable summaries to everyone?
Here are additional Roles you can create and share responsibilities with:
WALL
You can use the walls of the venue in order to present key concepts or foster interactions on key themes. They can be analog - post-its, boards - or digital - Miro, Mentimeter. You can build them before, during, and after the offsite. You can make them part of your online or physical space after the offsite ends. This entire process benefits from dedicating creative, visual, and crafty people to it.
COMMS
If your offsite requires a lot of assets (slides, documents, emails), you can dedicate the best communicators to them, and not stretch the Content Lead too thin.
SCRIBES
Finally, who will take notes during the offsite? And who will share the actionable summaries to everyone?
Performance
This is the component or perspective that tends to be lacking most often. Most facilitators finish the process when they have a few slides and a rough idea of how they'll run the session. Very few think through the user experience. Even fewer rehearse to validate that their design works.
Also, during low-scale offsites, the transitions are left to chance, silence and people connecting to the HDMI cable and waiting for their slides to come on screen...
You don't need a budget to design transitions intentionally and help your participants experience the offsite as one powerful journey weaving it all together.
These are the aspects the Performance Lead takes care of.
Also, during low-scale offsites, the transitions are left to chance, silence and people connecting to the HDMI cable and waiting for their slides to come on screen...
You don't need a budget to design transitions intentionally and help your participants experience the offsite as one powerful journey weaving it all together.
These are the aspects the Performance Lead takes care of.
The Performance Lead makes sure the content becomes a performance, the performance generates an experience, and the experience supports the transformation we seek. It is about sequencing sessions for maximum impact, helping the team with UX-centric design, weaving a powerful story, setting each speaker for success, and embodying the intended atmosphere.
1) ONE INSPIRING STORY
Multi-day experiences contain a lot of information and next steps. Cognitive resources are limited: we can understand and remember only a few elements. In order to avoid overwhelming the audience and ensure the most critical aspects are integrated: the Performance Lead weaves the one inspiring story that connects it all.
2) FIVE SENSES
You deliver that story through all channels, through all 5 senses: the words that are said, the way you and other facilitators speak (pace, tone of voice, etc.), move, smile, the way the space is organized, decorated, how people stand, sit or move in it, the perfume, the views, the light, the music, what people are invited to do... You got the point. Be intentional.
3) TRANSFORMATIVE
You use (0) the Content to facilitate (1) a Performance so that participants can (2) live an Experience that empowers (3) their Transformation. Your ultimate goal is the Transformation. You want as many people to start, complete, and sustain that transformative process. The Performance you're leading is just a means to an end, and so is the Experience.
4) CO-CREATIVE
You cannot live an experience or transform on behalf of the Participants. "You can only show them the door, they're the ones who have to walk through it." Because transformation is an active process, you design and deliver interactive experiences, you invite them to co-create through the right prompts.
5) EMBODIED
Our state - our level of energy, relaxation, and positivity - is conditioned by our physiology: movement, facial expressions, posture, and breath... You design & deliver experiences that engage participants' bodies to maintain the necessary state, supporting understanding, creativity, memory, and transformation.
6) PERFORMANCE COACH
You serve as the Performance Coach to everyone who has a role during the offsite, both an accountability partner and a subject matter expert. You ask the right questions, your perspective is sought after.
7) FLOW
You observe & flow. Rare are the things that will happen according to plan. There is a moment to design and plan, and there is a moment to live the moment and flow with it. You do not just accept it grinding your teeth or swallowing it painfully. You embrace what comes joyfully. Use every challenge as a way to model the behaviors you want the group to adopt. Either it comes as natural to you, or you make a conscious effort to switch to "impro" mode the day of the offsite. "Yes and ...".
Multi-day experiences contain a lot of information and next steps. Cognitive resources are limited: we can understand and remember only a few elements. In order to avoid overwhelming the audience and ensure the most critical aspects are integrated: the Performance Lead weaves the one inspiring story that connects it all.
2) FIVE SENSES
You deliver that story through all channels, through all 5 senses: the words that are said, the way you and other facilitators speak (pace, tone of voice, etc.), move, smile, the way the space is organized, decorated, how people stand, sit or move in it, the perfume, the views, the light, the music, what people are invited to do... You got the point. Be intentional.
3) TRANSFORMATIVE
You use (0) the Content to facilitate (1) a Performance so that participants can (2) live an Experience that empowers (3) their Transformation. Your ultimate goal is the Transformation. You want as many people to start, complete, and sustain that transformative process. The Performance you're leading is just a means to an end, and so is the Experience.
4) CO-CREATIVE
You cannot live an experience or transform on behalf of the Participants. "You can only show them the door, they're the ones who have to walk through it." Because transformation is an active process, you design and deliver interactive experiences, you invite them to co-create through the right prompts.
5) EMBODIED
Our state - our level of energy, relaxation, and positivity - is conditioned by our physiology: movement, facial expressions, posture, and breath... You design & deliver experiences that engage participants' bodies to maintain the necessary state, supporting understanding, creativity, memory, and transformation.
6) PERFORMANCE COACH
You serve as the Performance Coach to everyone who has a role during the offsite, both an accountability partner and a subject matter expert. You ask the right questions, your perspective is sought after.
7) FLOW
You observe & flow. Rare are the things that will happen according to plan. There is a moment to design and plan, and there is a moment to live the moment and flow with it. You do not just accept it grinding your teeth or swallowing it painfully. You embrace what comes joyfully. Use every challenge as a way to model the behaviors you want the group to adopt. Either it comes as natural to you, or you make a conscious effort to switch to "impro" mode the day of the offsite. "Yes and ...".
The FACILITATORS are involved in designing the experience. The story being the essence of the offsite, the LEADERSHIP TEAM, PEOPLE LEAD, and CONTENT LEAD are involved in its co-creation.
We recommend the Performance Lead to serve as the MASTER OF CEREMONY, responsible for both the design of the performance and its delivery. It enables the following benefits:
Here are additional Roles in the Performance Team:
TIMEKEEPER
The MC has the responsibility to move the group through the agenda, accelerating or slowing down depending on the progress versus the schedule. Some MCs need a timekeeper to help them stay on track. If the team is large enough, it makes sense to split responsibilities so that the MC can focus on other aspects of the role.
IMAGES
Photographers and Videographers capture the offsite's collective memory and share the story afterward. It is ideal to outsource this role completely so there are no spectators in the group. Incentivize participants to share their own images, they tend to feel authentic.
MUSIC (& LIGHTS)
Usually outsourced in larger events, Music and Lights are the easiest and most efficient ways to create an atmosphere, mark important moments, and send clear signals.
BODY
Invite the HIT fan, the yoga teacher, and the dancer so they get everyone moving. You can even replace coffee and alcohol by engaging the body. A statement in itself.
MEDIATORS
Sometimes, we uncover a difficult topic that was not on the agenda. They're hardest when they challenge the team both cognitively and emotionally. Imagine a problem that has been around for months before the offsite, one that is actually a set of interdependent problems with competing solutions from different stakeholders who have competing interests. It is ideal to identify such a topic early on and dedicate workshops to them. If you were blindsided, the easiest (and safest) is to park it. Though, depending on the intention of the offsite, it might be a great time to explore as a team. Not only can it be valuable to progress on the problem, but it is also a great way to model the right behavior. The Mediator is responsible for managing 1) speaking turns (FIFO), 2) speaking time (just enough), 3) the group understanding (asking for clarifications, stealmanning), 4) the energy of the group: continuing to make some headway and stopping before it is too late, 5) sharing next steps and following up & through.
TEA MASTER
How about a tea ceremony instead of a coffee break? Personally, I love to use tea to co-create a totally different experience between sessions.
We recommend the Performance Lead to serve as the MASTER OF CEREMONY, responsible for both the design of the performance and its delivery. It enables the following benefits:
- The delivery happens as designed: no need for handover, and no risk that we miss important elements.
- The facilitators and the performance lead create a strong relationship during the design phase. This connection and the trust established will then power the team through the offsite. Everyone knows each other and is more comfortable.
- The Performance Lead who also delivers the experience as a Master of Ceremony has more authority as a Performance Coach than if s•he just thinks/designs the experience and leaves the Performance to someone else.
Here are additional Roles in the Performance Team:
TIMEKEEPER
The MC has the responsibility to move the group through the agenda, accelerating or slowing down depending on the progress versus the schedule. Some MCs need a timekeeper to help them stay on track. If the team is large enough, it makes sense to split responsibilities so that the MC can focus on other aspects of the role.
IMAGES
Photographers and Videographers capture the offsite's collective memory and share the story afterward. It is ideal to outsource this role completely so there are no spectators in the group. Incentivize participants to share their own images, they tend to feel authentic.
MUSIC (& LIGHTS)
Usually outsourced in larger events, Music and Lights are the easiest and most efficient ways to create an atmosphere, mark important moments, and send clear signals.
BODY
Invite the HIT fan, the yoga teacher, and the dancer so they get everyone moving. You can even replace coffee and alcohol by engaging the body. A statement in itself.
MEDIATORS
Sometimes, we uncover a difficult topic that was not on the agenda. They're hardest when they challenge the team both cognitively and emotionally. Imagine a problem that has been around for months before the offsite, one that is actually a set of interdependent problems with competing solutions from different stakeholders who have competing interests. It is ideal to identify such a topic early on and dedicate workshops to them. If you were blindsided, the easiest (and safest) is to park it. Though, depending on the intention of the offsite, it might be a great time to explore as a team. Not only can it be valuable to progress on the problem, but it is also a great way to model the right behavior. The Mediator is responsible for managing 1) speaking turns (FIFO), 2) speaking time (just enough), 3) the group understanding (asking for clarifications, stealmanning), 4) the energy of the group: continuing to make some headway and stopping before it is too late, 5) sharing next steps and following up & through.
TEA MASTER
How about a tea ceremony instead of a coffee break? Personally, I love to use tea to co-create a totally different experience between sessions.
Space
Space is about the physical space in which we will meet, how we will get there, and all the details so that we can live (meals, accommodation, ...) and work (technology, furniture, ...).
With limited resources, the Space responsibility is usually outsourced right after finding the right Space. It is wise to outsource most of it but in order to offer an experience that feels great and real (not too commercial), you want someone in the team to manage the Space on behalf of the group and in tight collaboration with the Space staff.
With limited resources, the Space responsibility is usually outsourced right after finding the right Space. It is wise to outsource most of it but in order to offer an experience that feels great and real (not too commercial), you want someone in the team to manage the Space on behalf of the group and in tight collaboration with the Space staff.
You identify a space fit for purpose, contract it and get it set up to support the facilitators and experience, connect the space staff with the offsite team, and support the team and staff, especially the people who will be performing throughout the process: design, practice, and delivery.
1) EARLY
You visit the location as early as possible. Ideally, you stay there and meet everyone you can before you actually contract. Your early deep understanding of the site (including anticipating its limitations) will help everyone make offsite design decisions that fit the premises.
2) ONE TEAM
You meet the team that will take care of the group during the offsite: Ask the sales/reservation manager to introduce you to the people who will actually deliver the service: the chef, the waiters, the cleaners, the front desk team, the drivers... Unleash your curiosity. Early enough, introduce the key people in the offsite team to these people, especially the MC and the entire crew responsible for delivering the Performance.
3) ONE SCHEDULE
You align the performance/experience schedule with the logistics/service schedule.
For example, when will we offer food & beverages to the participants? What does it mean in terms of service? Do they set up cutlery, glasses, and plates on the table? Or is it a station they implement at the back of the room? What noises, movements, and smells will it cause? On the other hand, what are the sessions that require total silence and stillness for maximum concentration?
4) AT HOME
The MC is the visible experience lead and you're that friend who invited everyone to your private Villa. You feeling at home is important for you to extend that comfort and trust to the rest of the group. To genuinely have this feeling, know the place inside and out, connect deeply with the staff, learn what's available, sometimes hidden in cabinets and back rooms, and gain the staff's trust to move around without asking for permission all the time. Last but not least, be there before the group and welcome them with the rest of the staff. Welcome back home everyone!
5) CONSECRATE
For the time of the offsite, make sure the space is devoted exclusively to our joint purpose. One atmosphere permeates the entire space, extending it to the transportation means (the plane, the bus, etc.) and to transitionary places the team will use to journey to the offsite (airport, train station, road, streets). Use various physical props - posters, signs, lights, and branded products. Make it real.
6) FIVE SENSES
Humans have 5 senses. When you design the space, make sure you leverage all of them to deliver the experience and transformation we want.
7) BUFFER
Have buffer budget, buffer physical energy, buffer headspace, buffer emotional resources... in order to deal with what is to come. The team counts on you to support them when they'll face challenges (tech not working, the room is too hot, food is cold...). More important than having solutions you can count on, be yourself a source of positivity and stability, the rock others can build on. Expect the best, and prepare for the worst.
You visit the location as early as possible. Ideally, you stay there and meet everyone you can before you actually contract. Your early deep understanding of the site (including anticipating its limitations) will help everyone make offsite design decisions that fit the premises.
2) ONE TEAM
You meet the team that will take care of the group during the offsite: Ask the sales/reservation manager to introduce you to the people who will actually deliver the service: the chef, the waiters, the cleaners, the front desk team, the drivers... Unleash your curiosity. Early enough, introduce the key people in the offsite team to these people, especially the MC and the entire crew responsible for delivering the Performance.
3) ONE SCHEDULE
You align the performance/experience schedule with the logistics/service schedule.
For example, when will we offer food & beverages to the participants? What does it mean in terms of service? Do they set up cutlery, glasses, and plates on the table? Or is it a station they implement at the back of the room? What noises, movements, and smells will it cause? On the other hand, what are the sessions that require total silence and stillness for maximum concentration?
4) AT HOME
The MC is the visible experience lead and you're that friend who invited everyone to your private Villa. You feeling at home is important for you to extend that comfort and trust to the rest of the group. To genuinely have this feeling, know the place inside and out, connect deeply with the staff, learn what's available, sometimes hidden in cabinets and back rooms, and gain the staff's trust to move around without asking for permission all the time. Last but not least, be there before the group and welcome them with the rest of the staff. Welcome back home everyone!
5) CONSECRATE
For the time of the offsite, make sure the space is devoted exclusively to our joint purpose. One atmosphere permeates the entire space, extending it to the transportation means (the plane, the bus, etc.) and to transitionary places the team will use to journey to the offsite (airport, train station, road, streets). Use various physical props - posters, signs, lights, and branded products. Make it real.
6) FIVE SENSES
Humans have 5 senses. When you design the space, make sure you leverage all of them to deliver the experience and transformation we want.
7) BUFFER
Have buffer budget, buffer physical energy, buffer headspace, buffer emotional resources... in order to deal with what is to come. The team counts on you to support them when they'll face challenges (tech not working, the room is too hot, food is cold...). More important than having solutions you can count on, be yourself a source of positivity and stability, the rock others can build on. Expect the best, and prepare for the worst.
Here are additional Roles you can create and share responsibilities with:
We introduced a SUPPORT role under the People Lead. Ideally, the Supports are People-centric and Space-aware, so you coordinate with the People Lead to empower them.
TRANSPORTATION
Dedicate someone to manage all the logistics regarding the transportation of people and goods: international and local.
We introduced a SUPPORT role under the People Lead. Ideally, the Supports are People-centric and Space-aware, so you coordinate with the People Lead to empower them.
TRANSPORTATION
Dedicate someone to manage all the logistics regarding the transportation of people and goods: international and local.
Project
As you were scrolling down, you identified the roles you want for the offsite. You end up with 7 people in the Team. Now, let's imagine you'll have 7 additional people as speakers when the agenda is defined.
How will these 14 individuals collaborate?
Simple project management will do, this is where the Project Lead comes in.
How will these 14 individuals collaborate?
Simple project management will do, this is where the Project Lead comes in.
Engage the Team around an actionable roadmap that organizes all the Work|Play necessary to deliver our offsite on purpose. Gather the team weekly to manage the effort until completion.
1) ENERGIZE
You help everyone organize and collaborate. Beyond the project management, you engage, inspire, and support the team in a way that they lead. It means you ask questions and invite them to co-create, less so direct.
2) CLEAR ROLES
The team needs to Form, Storm, Norm, and Perform in an accelerated fashion. You propose a Team structure for the offsite and help each person find a fit, and understand the details of their specific role and how and when they'll collaborate with the rest of the group.
3) ROADMAP
You map all the Steps, especially Dependencies, and the Critical Path and propose a timeline that everyone commits to.
4) ON TIME
Once we have committed to our Roadmap, we follow through and deliver on time. An offsite is like a product launch where all the media have been invited ahead of time. The space and tickets are booked, you can't just show up the week after. We do not renegotiate the deadlines for this one, all learnings will serve the next offsite though.
5) CADENCE
Every week, you hold a brief meeting with everyone in the Team. Each meeting participant has sent their update the day before, the meeting serves as a space to discuss the highest priority items requiring group alignment.
6) POWER
Ideally, the Project Lead has decision-making power over resourcing (how much to dedicate to the offsite vs. other initiatives) and creative freedom. He is also already a trusted leader in the organization, with the team trusting/following him/her.
If you don't have these, you want direct/priority access to the CEO so he can help with key decisions, and step in for authority in case it becomes needed...
You help everyone organize and collaborate. Beyond the project management, you engage, inspire, and support the team in a way that they lead. It means you ask questions and invite them to co-create, less so direct.
2) CLEAR ROLES
The team needs to Form, Storm, Norm, and Perform in an accelerated fashion. You propose a Team structure for the offsite and help each person find a fit, and understand the details of their specific role and how and when they'll collaborate with the rest of the group.
3) ROADMAP
You map all the Steps, especially Dependencies, and the Critical Path and propose a timeline that everyone commits to.
4) ON TIME
Once we have committed to our Roadmap, we follow through and deliver on time. An offsite is like a product launch where all the media have been invited ahead of time. The space and tickets are booked, you can't just show up the week after. We do not renegotiate the deadlines for this one, all learnings will serve the next offsite though.
5) CADENCE
Every week, you hold a brief meeting with everyone in the Team. Each meeting participant has sent their update the day before, the meeting serves as a space to discuss the highest priority items requiring group alignment.
6) POWER
Ideally, the Project Lead has decision-making power over resourcing (how much to dedicate to the offsite vs. other initiatives) and creative freedom. He is also already a trusted leader in the organization, with the team trusting/following him/her.
If you don't have these, you want direct/priority access to the CEO so he can help with key decisions, and step in for authority in case it becomes needed...