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When Katie Hammel arrived at her companys offsite in Cabo San Lucas, she expected the usual formula: long meetings, awkward icebreakers, and a packed agenda that left little room to breathe. What she experienced instead was something differenta thoughtfully curated, empowering, and inclusive retreat. There was a little wrap-up at the end of each day, says Hammel, director of content at travel rewards booking platform Point.me. At first I thought it was going to be kind of corny, and I actually ended up really loving it. Hearing what surprised people, what they learnedit just really crystallized the day. Hammel, whos attended nine retreats while working at four different companies, has witnessed firsthand how offsites have evolved. Early retreats were like, Lets rent a cabin and figure it out. Now, theyre much more intentional. Its something you need to invest time and money and real deep thought into planning so that you can make the most of that time. As remote and hybrid work have become more permanent, companies are rethinking the role of retreats. What used to be a perk is now a necessity: a way to reinforce culture, rebuild trust, and create connection in the absence of daily in-office interactions. But simply gathering people in a room (or on a beach) isnt enough. Todays distributed teams require something more thoughtful, more inclusive, and more strategic. Designing With, Not For One of the biggest mistakes companies make when planning offsites is assuming that physical presence alone will foster connection. But as Stephanie Felix, a DEI leader and social impact strategist who has organized offsites across companies, explains. If the format isnt inclusive or meaningful, built with shared purpose in mind, it can actually deepen disconnection. Retreats often reflect outdated traditionsactivities designed in a pre-remote era that may no longer serve diverse, distributed teams. Planning, says Felix, needs to begin with intentionality, not logistics. Gathering isnt inherently inclusive, she says. It has to be designed that way. For Milton Rivera, global VP of the Experience Studio at Amex Global Business Travel, this starts with co-creation. Putting an emphasis on gathering employee or attendee input early in the planning process has greatly helped events to be much more relevant and engaging, he says. His team collects not only schedules and availability, but also pain points, accessibility needs, and emotional goalshelping clients map how attendees want to feel at each stage of an event. (Riveras team not only handles clients looking for team event planning help, but also manages his own remote team, with their own offsites, as well.) Its also a matter of resourcing: outsourcing logistics, hiring professionals, and avoiding the common pitfall of assigning retreat planning to someone who already has a full-time job. At The Corcoran Group, this kind of collaborative planning is already embedded in its retreat culture. Our events are carefully curated by our events team and shaped by insights from leaders across all departments, says Pamela Liebman, president and CEO at the real estate firm. We intentionally create space for conversations at all levels and encourage cross-functional participation. This includes having casual on-site gatherings where convos across teams can happen, as well as senior leadership-led open events that can get people talking, like exercise walks with the company president or morning meditations led by a team member. Basically, creating space for organic moments of interaction, says Liebman. That intentionality transforms offsites from top-down presentations to genuinely shared experiences. Understanding the WhyAnd Going Smaller If Needed Instead of asking Should we host an offsite? more teams are now asking Why are we hosting one? says Julie Noda, GM of Groups at Fora Travel. Retreats are becoming more intentional, inclusive, and purpose-driven, she says. Whether theyre focused on alignment, celebrating top performers, or helping employees recharge, the why behind a retreat shapes everythingfrom destination choice to daily schedule. Rather than hosting one massive, annual event, more companies are turning to smaller, regional gatherings throughout the year. Smaller, intimate retreats are increasingly common for remote teams, fostering better collaboration and deeper conversations, Noda adds. Teams are leaning into informal formats like fireside chats, rather than over-structured sessions. Every quarter, we host varying degrees of offsitessocial, educational, collaborative, says Rivera. We also host a larger annual event per region. But a critical element in all of this is to determine the expected outcomes of the event, the personas of the attendees, and the objectives. Liebman echoes that clarity of purpose. The goal has always been to connect and celebrate our brand, and while that hasnt changed, the how has, she says. In a more remote/hybrid environment, retreats have become even more important to reinforce our shared purpose. Riveras team uses a process called experience mapping to help both their internal teams and their clients understand what impact the retreat should have and what value it should deliver. The result? More tailored experiences that serve their specific goalswhether its aligning on strategy, deepening peer-to-peer bonds, or co-creating solutions. This level of intentionality has led many organizations to think smallertrimming attendance, focusing on meaningful moments, and allowing flexibility for personal circumstances, like caregiving or travel burdens. At Corcoran, we announce conference dates well in advance, and begin the first days events midday to support those balancing caregiving responsibilities or long-distance travel, Liebman says. Removing Financial Barriers As companies push for inclusivity, many are rethinking the financial side of offsites. While most employers now cover core expenses, how they do so matters more than everparticularly for newer employees, junior staff, or those without access to personal credit. Yes, we cover all major expenses, says Jaclyn Fu, CEO of the bra company Pepper, who oversees a remote-first team. We want the experience to be something the team can look forward to and wholeheartedly enjoy, without having to stress. Rivera adds that even well-intentioned policies can have unintended consequences. Policies that ask people to use personal funds upfront for business travel create a potential barrier, he says. They may not have access to a credit card or might not have the funds, which creates an unintentional barrier to attending the offsite and enjoying the benefits. Felix underscores that financial equity is often overlookedespecially when it comes to internal dynamics like dinners or group outings once at the retreat. When I was a manager, company policy dictated that I cover junior team members expenses on a personal card, she says. Its a problematic assumption that any individual manager, a relatively junior role, is always in the financial position to cover those costs. Team dinners can run hundreds of dollars. We need to be sure company policy is equitable. Making the Exceptions the Default The best retreat experiences today prioritize proactive inclusion. Instead of making accommodations for individuals, smart organizers now build accessibility and choice into the default experience. Oneof the things I really appreciate about my current company is that they take requestslike dietary restrictions or not drinking alcoholand make them standard, says Hammel. So instead of just having one mocktail, every drink has an equivalent mocktail. Its not like, Heres something for them. Its just, Heres something for everyone. That same thinking applies to food, schedules, and even accommodation arrangements. True inclusivity is invisible. Its not about creating separate options, but about making everyone feel seen without having to ask. At Corcorans events, inclusion extends to cultural and regional representation, too. Our network spans diverse markets, so we aim to reflect that in our programming, Liebman explains. At our conference in Scottsdale, for example, we opened with a performance by Mariachi Rubor, Arizonas international all-female mariachi band. True inclusion, she says, is about spotlighting local voices and tailoring content to highlight what makes a region [and our employees] special. Rethinking the Corporate Retreat Location Choosing the right destination has always mattered. But beyond cost and climate, companies are now also weighing sustainability, accessibility, and cultural relevance. Weve seen eco-friendly and socially responsible destinations becoming increasingly more popular, says Noda. This might include locally sourced food, carbon offsetting, service projects, or immersive cultural experiences. We try to choose cities where we have a strong team presenceNYC, Denver, and Austin, for example, adds Fu. We look for spaces that feel both energizing and accessible: a mix of creative inspiration, practical travel logistics, and comfort. Rivera also notes that diverse teams require venues that accommodate different travel needs, from sensory-friendly environments to direct flights. His company has developed a Global Venue Sourcing team for exactly this reason. Building in Down Time and Preventing Burnout One challenge with offsites is the temptation to over-program. For remote workers who rarely see each other, time feels precious. But not every moment needs to be filled. Theres so much pressure to make the most of every moment, says Hammel. I think companies pack it in a little too much. Even just 45 minutes to decompress before a social event would be so valuable. Designing for all personality typesespecially introvertsmeans allowing space to recharge. Quiet time isnt a waste; its a necessary part of creating connection that lasts beyond the event. Noda sees this understanding of accommodating different types of individuals at the planning level. The most progressive organizations are offering flexible engagement optionshigh-energy and low-energy activities, quiet spaces, hybrid participation tools, and agendas that leave space to breathe, she says. Inclusivity isnt just about food or access. Its how people engage. Including Those Who Stay Behind Not everyone can (or wants to) attend an offsite. Health issues, family obligations, and financial constraints still keep some employees home. That doesnt mean they should be excluded from the experience. In her most recent retreat, Hammels team did their best to include remote attendees, despite logistical challenges. Everything was outdoors, so we didnt have a lot of AV, she says. But we took photos of our exercises and wrote up little reports to share in Slack. Felix notes that in-person environments can also carry a different emotional toll, especially for employees from marginalized backgrounds. Theres compelling data showing that microaggressions increase in in-person environments, particularly for Black women and other women of color, she says. Remote work gave many people a reprieve. Theres more control, and often more accountability [when communicating remotely]. Therefore, making sure environments not only have structure in comms but also opportunities for feedback is so important. In planning retreats, companies need to think beyond who can attend, and design with inclusion in mind for those who stay back, too. The New Retreat: Less Perk, More Purpose Retreats used to be framed as perksfun escapes from routine. But as the nature of work changes, theyve become something far more meaningful: rare chances to build trust, reinforce shared purpose, and cultivate belonging across distance. Inclusion is about emotional safety, psychological comfort, and cultural sensitivity, not just physical presence, says Felix. Todays most successful retreats are grounded in intention. Retreats have become essential for building trust, empathy, and friendship. Its not just about alignment on strategy. Its about feeling like youre part of something meaningful, even when you work from different zip codes, says Fu.
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E-Commerce
The Army Corps of Engineers, citing a recent national energy emergency order by President Trump, has expedited a permit review for a new miles-long section of an oil and gas pipeline that would bore deep into protected wetlands bordering Canada and the United States. The pipeline request from Enbridge Energy, a Canadian company, would cut beneath the Straits of Mackinacthe connecting waterway between Lakes Michigan and Huronto install a tunnel 12 times as wide as above-ground existing pipelines. Tribal groups that had been cooperating with the Corps environmental impact statement for the project pulled out when they learned of the emergency review. The Corps announced April 15 that the project, known as Line 5, fits under Trumps January order. The project is part of a 645-mile pipeline between Superior, Wisconsin, and Sarnia, Ontario, that transports about 22 million gallons of oil and natural gas liquids daily, according to the company website. [Photo: Cole Burston/Bloomberg/Getty Images] The Corps decision to expedite consideration came days before a sweeping change by the U.S. Department of Interior to hasten energy reviews. The federal agency said beginning April 23 that energy-related projects and, specifically, environmental impact reviews of such projects will move with unprecedented speed and with truncated public comment. Energy, under Trumps order, refers to fossil fuels such as oil, gas, and coal, along with geothermal, nuclear and hydropower. The Corps operates within the Defense Department, not the Interior Department. While the Interior policies do not apply to Line 5, they are likely to accelerate fossil fuel projects in the coming months. New emergency procedures from both departments in response to Trumps executive order are really ploughing new ground, said Dave Scott, a senior attorney at the Environment Law & Policy Center, a legal advocacy group. There is a massive and real risk that the public wont be able to engage meaningfully with decisions that government agencies like the Corps are making that have significant impacts on the environment, Scott said. The Interior Department announced last week it was pursuing what it called an alternative National Environmental Policy Act, to allow for sharply compressed timelines for projects that strengthen domestic energy supply. Projects that require an environmental assessment, which the department said now takes a year to complete, will be reviewed within 14 days. Projects in need of an environmental impact statement, which the department said can result in two years of study, will be reviewed in roughly 28 days, according to its announcement. Scott also noted a second executive order, Unleashing American Energy, further erodes environmental protections for new projects. It directs the Council on Environmental Quality to consider rescinding National Environmental Policy Act regulations, which are the rules that require federal agencies to consider environmental impact when issuing permits. Environmental groups have questioned the need and the rationale behind the pipeline change. We know that there is no national energy emergency, said Julie Goodwin, senior attorney at Earthjustice, the countrys biggest public interest environmental firm. The U.S. produces more crude oil than any other country, ever, and has for the past six years. The emergency process is really a gift to the fossil fuel industry, Goodwin said. At issue is Enbridges replacement of two 20-inch diameter pipelines now buried close to shore and resting or supported on the lakebed. Instead, it wants to dig a 3.6-mile-long tunnel, with a 21-foot diameter, into the Straits lakebed. [Image: Paul Horn/Inside Climate News] The Corps is still developing an environmental impact statement for the Straits project, which it acknowledges will permanently impact 1.52 acres of wetlands, including 1.01 acres within the Corps responsibility under Section 404 of the Clean Water Act. The statement is expected in June. The Detroit District has not yet determined the length of the public comment period for its Line 5 Tunnel, the Corps said in an email. The standard comment period is 60 days, but the Corps new policy for emergency reviews is 15 days. The Interior Department announcement last week may indicate a new public comment timeline in store for energy-related projects. In some cases, public comment at Interior would depend largely on the decision of department officils. Proposals found to have no significant impact during an internal department assessment will have a report issued on a public website, the announcement said, and no public comment is required. For projects likely to have significant environmental impact, a department official can determine the duration of the written comment period based on the nature of the action and the urgency of the emergency response, and the Department anticipates that most comment periods will be approximately 10 days, Interiors announcement said. Regarding the pipeline project before the Corps, seven local tribes described the shortened environmental impact statement (EIS) process as unacceptable. A letter was sent in March to the Corps and signed by representatives from the Bay Mills Indian Community, Little River Band of Ottawa Indians, Sault Ste. Marie Tribe of Chippewa Indians, Grand Traverse Band of Ottawa and Chippewa Indians, Match-E-Be-Nash-She-Wish Band of Pottawatomi, and Nottawaseppi Huron Band of the Potawatomi. Tribal Nations are no longer willing to expend their time and resources as Cooperating Agencies just so their participation may be used by the Corps to lend credibility to a flawed EIS process and document, the letter said. The Corps has disregarded its commitments to cooperating agencies and its obligations under the National Environmental Policy Act by fully aligning itself with the applicant [Enbridge] at every step. The emergency review process is really rewriting and bypassing critical and important laws for an unneeded pipeline, said Beth Wallace, director of climate and energy at the National Wildlife Federation, the nonprofit conservation education and advocacy group. Enbridge has said the existing pipes, which date back to 1953, need replacement to prevent a possible oil spill. Burying the new pipeline section as much as 100 feet below the lakebed would eliminate the chance of a pipeline incident in the Straits, according to the project website. Line 5 is critical energy infrastructure, Enbridge said in an email to Inside Climate News. The tunnel project is designed to make a safe pipeline safer while also ensuring the continued safe, secure, and affordable delivery of essential energy to the Great Lakes region. On its website, the company called its supply to Michigan vital and said that Line 5 supplies 65% of propane demand in the Upper Peninsula, and 55% of Michigans statewide propane needs. Tribal groups, citizens, and environmentalists have called for decommissioning the pipeline out of concern for risks to freshwater sources and local ecosystems. The Great Lakes are the largest freshwater system on the planet, providing clean drinking water to more than 40 million people in the U.S. and Canada. Enbridges own pipelines have capacity to pick up product and move it to the same exact refineries and facilities, said Wallace of the National Wildlife Federation. Investing further in fossil fuel infrastructure also runs counter to Michigans plan to reach 100 percent carbon neutrality by 2050, she added. An economic analysis by PLG Consulting, a Chicago-based logistics firm, examined how shutting down Line 5 could impact energy markets. Surging output has made North America energy independent and there is no risk of supply shortages, the PLG report from October 2023 found. There are a multitude of alternative supply sources from both domestic and international sources that could fill in for Line 5. Even today, no refinery relies entirely on Line 5 for its crude oil supply, the PLG report said. Enbridge is still waiting on several federal and state permits before it can begin construction. The state of Michigan issued environmental permits for the tunnel project in 2021 but those will expire next year. Enbridge re-applied earlier this year to renew the permits. The Michigan Public Service Commission approved the tunnel project in 2023 although Enbridge still needs the permitting decision from the Army Corps. The activist group Oil and Water Dont Mix is also urging citizens to demand that Gov. Gretchen Whitmer deny the pipeline permit to protect the Great Lakes. The state of Michigan has the opportunity to shut down Line 5, Earthjustices Goodwin said. And thats what should happen. By Carrie Klein, Inside Climate News This article originally appeared on Inside Climate News. It is republished with permission. Sign up for its newsletter here.
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E-Commerce
What happens when someone comes close to death and then returns to everyday life, including work? For some, the experience can be transformative. Near-death experiences (NDEs) are deeply personal experiences that some people report after a close brush with death. These experiences can include sensations such as floating above ones body, reviewing moments from ones life, encountering spiritual beings and feeling a profound sense of unity and love. Although NDEs have been studied since the 1970s, we know relatively little about how they affect people after the event. Research suggests people who have near-death experiences may feel increased empathy, spiritual growth, a sense of purpose, and even change how they approach their jobs. Our recent study explored how near-death experiences impact peoples return to work. We interviewed 14 working adults who had a near-death experience as a result of medical crises such as a heart attack or accidents such as a car crash. What we found challenges conventional ideas about success, motivation, and workplace culture. Doing meaningful work One of the most common changes expressed by the participants in our study was a desire to do work that felt meaningful and aligned with their newfound purpose in life. After their near-death experience, many wanted to spend time doing work that mattered to them and made a positive difference. I was not interested in doing nonsense. . . . I just was not gonna waste my time on nonsense, one participant told us. Her perspective shifted dramatically after her heart began beating abnormally for 20 minutes and she lost consciousness. Others described similar shifts. Many participants changed their careers by focusing on different work priorities, switching jobs or even starting their own companies. One participant described quitting a high-earning job after being headhunted. She started her own business, which allowed her to use her own NDE to support individuals through the end-of-life process. As one participant put it: I like to say that when I woke up in that hospital bed, I had a knowing that the character I was playing was no longer working for me and I had to change characters, and changing that character meant changing that job. Rethinking motivation Another significant shift reported by participants was a reprioritization of their values, which, in turn, shifted their attitudes towards work and their careers. After experiencing a near-death experience, many lost interest in external measures of success such as salary, fancy titles, and prestige. Across the studys participants, all reported no longer being motivated by extrinsic factors, such as money or receiving recognition for work. Instead, they focused on internal alignment and authenticity. Rather than being driven by external rewards, participants were motivated by personal growth and making a positive difference. In some workplaces, employee motivation is driven by extrinsic incentives such as bonuses, promotions or external recognition. However, after their NDEs, participants reported being driven by their own internal benchmarks or purpose. As one of our interviewees said: The motivation that was there came from this very strange, deep place that I wanted to all of a sudden make a huge impact, you know, in every part of my life. . . . Its hard to come out of this experience and not feel theres a reason why youre here, and you hate to say it, but you feel you have this special gift now. And its like why and how am I going to apply this? So, with work, I approach it that way as well. Relational transformations We also found that near-death experiences transformed how people interacted with and related to others at work. This is consistent with previous research that shows distinct personality and attitude changes reported by survivors of NDEs. Specifically, NDEs shift individual outlooks on life and can serve as catalysts for transformation, influencing how people relate to others. Before their near-death experience, many participants viewed workplace relationships as task-oriented and transactional. But afterward, those same relationships became more meaningful to them. Colleagues, clients and customers were no longer viewed as just business contacts. Instead, several participants spoke of their service and sales interactions as small acts of relationship-building rather than simply being economic exchanges. One participant said: My relationships across the board are deeper, are more connected with people, 100%. . . . I was a decent salesman before but this is, like, bringing spirituality into a quote-unquote sales position, which blows my mind. Lessons for the rest of us What does this mean for those of us who havent had a near-death experience? The participants in our study said their near-death experiences reoriented them to what really matters in life. The after-effects challenge traditional organizational values that celebrate hyper-productivity at the expense of meaning and high-quality relationships. As previous studies suggest, workers engaged in meaningful work eventually manifest greater productivity and accomplishment as opposed to burnout as a result of overwork. As interest in workplace well-being continues to riseparticularly in the wake of COVID-19 and the great resignationNDE survivors may be ahead of the curve. The after-effects of a near-death experience align with what workers tend to want from their jobs. Workers generally want to satisfy three fundamental needs: economic security, meaningful work and high-quality relationships. Our results suggest that NDE after-effects result in reductions in the importance of satisfying the drive for economic security and elevate the significance of meaningful work and authentic relationships. The stories of near-death experience survivors offer a kind of blueprint for reimagining how we work. For employees, that might mean re-evaluating what success looks like or exploring roles that align more closely with personal values. For employers, it might involve fostering workplace cultures that prioritize connection, purpose and well-being. One participant offers a lasting reminder for all of us seeking more meaning in our life and jobs: Its about relationships, not achivements. Akierah Binns is a PhD management candidate at the University of Guelph. Jamie Gruman is a professor of organizational behaviour at the University of Guelph. This article is republished from The Conversation under a Creative Commons license. Read the original article.
Category:
E-Commerce
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