When we’re all under increasing pressure to do more with less, who has the time to think? When we’re stressed – and stretched – it’s also tempting to think that, nice as it is, collaboration just slow things down. But as the old saying goes, ‘If you want to go fast, go alone – if you want to go far, go together.’
So it’s reassuring that many organisations are still taking time for development, time away from work to think about work. And it’s no surprise that we’ve designed and run more development days in the last six months than ever before. The most common model is for combined staff and board away days. But we also run board-only or staff events, depending on what’s trying to be achieved.
Tailored development days help you and your teams to:
Our popular model for facilitating development days has been very successful this year, achieving good results and garnering generous feedback. The comments below are unsolicited (i.e. people said nice things without being prompted!) so the examples have been anonymised. Hopefully they give you some ideas for what you can achieve with your own Development Day.
Organisation A: Senior Management and Staff Development Days
Helping the Senior Management Team to design a new organisational structure, leading to a staff Development Day to adopt new values, team roles and ways of working.
‘Thank you very much for your skillful support to us in developing our thinking about resources, structures and behaviours going forward. It has been incredibly helpful for us as the leadership team in developing our shared vision.’
‘A great day! Thank you very much for facilitating it so well.’
Organisation B: Organisational away day (staff, board, stakeholders)
Involving stakeholders in defining the organisation’s strengths; discussing parameters and priorities for a new strategic plan; and developing outcomes based on these.
‘You did a terrific job yesterday and the feedback has been very positive. Thanks again for all your help on this.’
Organisation C: Stakeholder Development Day
Working with managers, trustees, funders and partners to generate clarity about the organisation’s core capabilities; reviewing the company’s ‘strategic positioning’ and ‘Unique Selling Points’; identifying development priorities.
‘It couldn’t have been better! Thank you for taking so much time to research and learn. This all comes across when you are working with us one-to-one. You always checked that we were following and still getting the most from the session.’
Organisation D: Staff and Board Development Day
Identifying the organisation’s core, its ‘crown jewels’; clarifying guardianship of these – management and governance roles; improving the effectiveness of board meetings.
“The tasks were simple yet effective in moving the discussion forward with clear action points emerging. The session was delivered at a good pace and well structured. The importance of the board and SMT working together while being aware of their different roles is a positive outcome.”
“…Graeme was an excellent facilitator and helped us through a very useful session”.
“A first class facilitator with an easy style.”
“Experienced facilitator and clearly familiar with the sector and its challenges”.