Corporate Retreats: Why yours fails to deliver on performance and engagement – Part 3

Six. Poorly Chosen or Inaccessible Locations
The location of a retreat can significantly influence its success. A poor choice—such as a remote area with limited amenities or an overly luxurious venue that feels out of touch with participants’ daily lives—can impact engagement levels. A location should align with the company culture and meet the needs of the event.

For instance, if an organization’s culture emphasizes sustainability, hosting the retreat in a green-certified facility can reinforce its values and strengthen team buy-in. In contrast, choosing an urban setting with access to collaborative spaces might be more suitable for a fast-paced tech company focused on innovation. Data shows that participants are more likely to feel engaged and connected when the setting reflects their team’s culture and values (APA, 2019).

Consulting employees on potential locations can also improve satisfaction, as they will feel involved in the planning process. If budget allows, some companies even poll their staff on preferred destinations. Virgin Group, for example, frequently uses its own luxurious Necker Island for leadership retreats, providing an inspiring and relaxed environment for high-level discussions.

Also, ensure that the venue is convenient and accessible. A long commute or substandard facilities can create a negative experience even before the retreat begins. According to the Society for Human Resource Management, an ideal location is within two hours’ travel time, providing a balance between accessibility and a feeling of “getting away” (SHRM, 2020).
Key Takeaway: Choose a location that aligns with the retreat’s purpose, activities, and the needs of attendees. Involving employees in the selection process can boost morale and make the retreat feel more inclusive.

7. Inviting Unnecessary Attendees and External Guests
Inviting too many people or irrelevant guests can disrupt the flow and purpose of a retreat. To foster openness, retreats should be limited to essential team members. Team members are more likely to open up and connect when they are surrounded by familiar faces in a trusted environment.

Research supports the importance of smaller group sizes for productive retreats. Studies suggest that group cohesiveness increases when retreats are intimate, allowing team members to communicate freely without outside observation (Stanford University, 2017).

Research from the Journal of Organizational Behavior indicates that team-building outcomes are strongest when attendees share a sense of trust and familiarity. The presence of external guests can inhibit open discussion, particularly when the retreat is designed to address sensitive topics such as organizational restructuring, team conflicts, or strategic challenges. Teams are 35% less likely to engage in open dialogue when outsiders are present, affecting the retreat’s effectiveness in fostering genuine team cohesion and problem-solving.

Furthermore, excluding unnecessary attendees respects employees’ privacy and reduces the risk of social anxiety, especially in the case of junior employees who may feel uncomfortable sharing ideas in front of senior leadership.

If third-party attendees, such as consultants or facilitators, must attend, clearly define their role and limit their presence to sessions where their expertise is required. This keeps the retreat focused on its core mission—fostering connections, aligning goals, and strengthening team dynamics.

Corporate retreats are most effective when they foster an intimate atmosphere where employees feel comfortable opening up and participating. However, inviting unnecessary participants, such as non-essential vendors or external partners, can stifle openness and reduce the effectiveness of team-building activities.

Some companies, like Slack, keep retreats to a core group of employees, fostering a sense of exclusivity and camaraderie. Limiting attendance to those directly involved in the organization’s goals can help ensure that conversations remain relevant and productive. If third-party facilitators or vendors are needed for specific sessions, their roles should be clearly defined, and their time limited to maintain focus on internal team-building.

Key Takeaway: Limit participation to core team members to create an atmosphere of trust and focus. Clearly define the roles of any third-party attendees to avoid distractions and ensure a productive retreat.

8. Lack of Follow-Through Post-Retreat
Perhaps the most common mistake organizations make is failing to integrate the insights and lessons learned during the retreat into everyday work. A retreat’s value is significantly diminished if team members return to their usual routines without a strategy for implementing any of the progress made.

Research by the Harvard Business Review highlights that while 85% of leadership teams agree on actionable objectives during retreats, only 56% report that they execute these initiatives effectively in the following months. This indicates a significant drop-off in actual implementation, often attributed to a lack of accountability structures and a clear action plan.

Following the retreat, companies should create action plans to maintain the momentum. For instance, if a retreat focused on improving communication, consider launching a team-wide communication initiative or setting regular check-ins to evaluate progress. Google’s approach to retreats emphasizes a structured follow-up process, including quarterly reviews and feedback sessions to gauge the impact of new strategies introduced during the retreat.

Post-retreat follow-through can also involve setting up accountability partnerships among attendees. This keeps team members engaged and ensures that the retreat’s benefits extend beyond a single event.

According to a McKinsey study, teams that have structured follow-up processes see up to a 30% improvement in overall productivity and collaboration (McKinsey, 2021).
For example, at LinkedIn, leadership creates a follow-up plan for each retreat, assigning team leaders specific action items and setting deadlines for implementation. Follow-up meetings allow employees to track progress, discuss challenges, and celebrate achievements, reinforcing the impact of the retreat.

Implementing insights from the retreat also fosters accountability, as employees feel a sense of ownership over the changes discussed. Studies show that organizations that implement post-retreat action plans experience a 25% improvement in team productivity and morale.
Key Takeaway: Create a follow-up plan to turn retreat insights into actionable steps. Assign responsibilities, set deadlines, and schedule follow-up meetings to keep momentum alive.

Conclusion
Corporate retreats hold the potential to transform teams and inspire lasting change, but only if they are designed with intentionality and alignment with organizational culture. From carefully selecting the location and facilitators to ensuring there is a strong post-retreat follow-up, every detail plays a crucial role in the retreat’s success. By avoiding common pitfalls—such as poor time management, a lack of purposeful planning, and overlooking cultural issues—companies can create retreats that reinvigorate their teams, promote genuine connection, and drive measurable outcomes. A well-crafted corporate retreat is an investment in the team’s growth, morale, and performance, bringing positive returns long after the event itself.

About Dr. Abiola Salami
Dr. Abiola Salami is the Convener of Dr Abiola Salami International Leadership Bootcamp ; The Peak PerformerTM Festival and The New Year Kickoff Summit. He is the Principal Performance Strategist at CHAMP – a full scale professional services firm trusted by high performing business leaders for providing Executive Coaching, Workforce Development & Advisory Services to improve performance. You can reach his team on [email protected] and connect with him @abiolachamp on all social media platforms.