Going the Distance
We first considered the idea of going on journeys because my company, WorldPay, was undergoing massive transformational change. We had already invested a tremendous amount of time, energy and expense in developing a five-year plan. But there's a difference between having a strategy and having people actually own it. For that, behavioral change is required.
And you don’t achieve that by just snapping your fingers, by telling people what to do or by checking every week whether they've achieved what they were supposed to. Behavioral change takes time, and also requires a bold, fundamental shift in thinking.
By going on a journey you facilitate this shift. You take people completely out of reference. You spend days without even discussing business topics, and instead promote and practice the behavior you want to build in the group.
I witnessed this with my own eyes; taking my people on journeys made a profound difference to who they are as individuals, how they interact with each other as a team, and how they behave and perform once they are back. A journey is a life-changing experience.
Incidentally, for those of you who like numbers; if we went on another 33-odd such journeys, we would still have spent less than we did on developing our strategy!