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It went well... we had a lot of last minute adjustments to make based on where this group was at with some of these questions. There seemed to be a lot of initial discussions on some of the issues.

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I am from- went well and it is a good lesson to me that activities in the RE series can be used for clients a la carte.

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Being able to listen and pivot was extremely important.

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By and large the online experience worked..there were some hiccups but given that we did not plan to run two concurrent meetings....it went well.

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I know this was not scoped out as two facilitators --but a meeting like this needed two people--because of the complexities of the client.

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The main process-- from 1pm to 6pm on day one--was well designed and it did get them to conclusions on various issues...

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Arm in Arm discussion went well... the main issue is that this board does not have the "problem" or the issue well defined. There is a need to get them to agreement on what the question is--and I think they came close...but they are not there yet.

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While the process for the goals was well designed... it could have been streamlined... it should have been the key question and the then...what 3 areas of convergence do you see in each goal.

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It would have been helpful to know this board...perhaps have an initial meeting with them...or a listening session. We went in cold with this board and did not know how they work as a board...that would have been helpful prior to this retreat.

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It may be helpful to follow up on subcommittees. AiA and Membership

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They need some finality and clarity on AiA.... not sure how they will get there --maybe the subcommittee... but they need to define what is the issue.

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I heard that there was a big shift in this organization in their previous strategic plan 5 years ago...and I am hearing another shift in this meeting --to embrace "big tent"--I am wondering if their MVV needs to reflect that...

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Meeting weekly, having special planning sessions, making immediate connections around new developments, empowering the freedom to uplift concerns and curiosities, and taking purposeful pauses to recenter purpose, project health and team wellness were important and powerful assets.

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I felt as though we left without significant direction for moving forward with updates to the plan.

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They came to near consensus about some big decisions. They want to be a big tent but have clearer criteria for ED's and membership. They have determined they want to change the nature of annual meetings and action teams. They decided they should have an external facing goal spaceholder for a campaig/sn voted on by members. They also developed 2 committees to refine the AIA next steps/roadmap and the criteria for big tent membership.

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I don't really know how to bucket this retreat. I do think there was significant movement in some of their key questions and stuck issues. However, I left unsettled-- could we have better corralled them into closer decision-making and/or were there simply too many things to cover for such a short period of time?

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Always plan for more time than we think we need

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Always plan for more time than we think we need

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The agenda ended up feeling slammed and a bit rushed. I wish we could have had more time to build relationships, give people brain and body breaks, and come to greater completion on some of the conversations that simply just needed more time and more clarity.

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Would also love to know where they landed with the Co-ed decision and look at their evals.

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I really want to highlight the working relationship between myself (Victor) and Emily and Leslie... Especially I want to appreciate and commend E & L for their grace under pressure and all the pivoting and changing that we had to do to accommodate the client. It was good working with such good professionals.

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I also want to make sure that we get to make meaning of what happened in the retreat together for the purposes of the strategic plan. Let's mind-meld so that everything doesn't fall on Leslie. Some of the material was extremely dense, and I also need help making sense of it!

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Clarity First - Project/Process Improvement

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Clarity First - Project/Process Improvement

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Continue to advocate for project planning and evaluation expertise at the business development table. It may not be the PM, SEAL, or FAC-- but it is extremely critical that we have someone with general mastery and understanding of what it takes to perform with excellence and proficiency across all areas of KHA's operations.

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Now days after--I have this reflection---this board does not have a grasp on the organization. There is a lack of full understanding from the board... that was evident in many ways during our time. This lack of knowing, understanding and grasping the function of USCAN made for this retreat to be more of information sharing and clarifying shared assumptions.

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Empower the Discovery Zone - Deep Diving with the client early on

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Empower the Discovery Zone - Deep Diving with the client early on

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Under initial thoughts and areas of opportunities, I am noticing substantial feedback around the Board's lack of preparedness and the evident need to further develop relationships. While there is no way for us to predict all things at the start of a business relationship, my gut tells me that much of this could have been tapped into with a more streamlined investigative discovery, client pre-work intensive with PM and SEAL, and a clear concept scope that aligned with the LoE.

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Board reflects the challenges of the org 

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Board reflects the challenges of the org 

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I think the big net nature of the org is reflected in the board's challenge to narrow down. It's a parallel process!

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was such complexity in the board- would love to be involved early on in future projects!