A connected leadership and employee experience that turns broad agreement into clear commitments, then links those commitments to the people, purpose, and daily work of the organization.
Organizational Moment:
Renewed growth requiring stronger enterprise coordination and employee connection
Participants:
20 global leaders + approximately 100 employees
Format:
2.5 days / 2 nights + half-day employee experience
Destination + Venue:
Greater Cleveland, Ohio · Glidden House + Great Lakes Science Center
Leadership Journey:
Reconnect → Confront → Choose → Commit → Share
Peak Moment:
One Standard, One Promise · Leadership commitments become visible to employees
Organizational Value:
Clearer priorities · Stronger enterprise ownership · Greater employee confidence
A mature global healthcare-safety company is entering a renewed period of growth. Its portfolio spans medical technology, software, and services, supported by teams across multiple brands, functions, and geographies.
As the business becomes more connected, growth increasingly depends on stronger coordination across the organization.
The organization has strong brands, deep expertise, and significant growth opportunities. At the same time, different business models and priorities are creating greater interdependence across hardware, software, service, commercial, quality, and operations.
An upcoming company anniversary creates an opportunity to connect leadership priorities with employee recognition. Before the broader celebration, global leaders need to make clear choices about enterprise priorities, decision rights, key dependencies, and the commitments they will carry back to the organization.
The experience moves leaders from broad agreement to clear commitments, then connects those commitments to employees and their work.
The experience is built around two distinct needs. Leaders need protected space for candid discussion, difficult tradeoffs, and clear accountability. Employees need recognition, connection to purpose, and confidence in the direction leadership is setting.
A Lens Check helps shape an Experience Arc of:
Reconnect → Confront → Choose → Commit → Share
The first two days give leaders space to do the work privately. The final afternoon opens the experience to employees, connecting leadership commitments to their contributions and the customer and patient impact of their work.
Destination and venue decisions are guided by what the experience needs to accomplish. For this group, Greater Cleveland provides proximity to a major company operation while still creating enough separation for focused leadership work.
Glidden House offers an intimate, residential setting for the 20-person leadership team, with private spaces that support candid discussion, shared meals, and reflection.
On the final afternoon, the program moves to the Great Lakes Science Center, where a larger, science-centered environment supports employee stories, interactive experiences, recognition, and the Peak Moment. The setting also provides the space and event infrastructure needed for a broader employee audience.
The change in setting is intentional: private leadership work becomes visible organizational commitment.
Confidential leadership input identifies the priorities, dependencies, and decisions requiring attention. Employee stories are gathered across quality, safety, service, innovation, operations, and customer impact. Travel, dietary, accessibility, and other participant needs are also addressed in advance.
With leaders arriving from different geographies, the experience begins at Glidden House with time to check in, recover from travel, and reconnect over an informal lunch before formal work begins.
An Enterprise System Map brings the organization’s brands, functions, workflows, customers, and dependencies into one view. Structured dialogue surfaces where perspectives differ and where dependencies are creating friction.
That evening, a private One Standard, Many Strengths dinner shifts the pace from formal work to connection and recognition. Intentional seating brings together leaders across geographies, brands, and functions before the work deepens on Day Two.
A Customer Truth Encounter grounds the day in what reliability, connected workflow, quality, and service mean in a healthcare environment, keeping strategic decisions connected to real customer needs.
Leaders then narrow enterprise priorities, clarify decision rights and dependencies, and establish owners, metrics, and review points. Focused working sessions are balanced with short movement and reset breaks to sustain productive discussion throughout the day.
The day closes with The Table of Contribution, a private dinner designed for peer recognition, reflection, and informal connection.
Leaders finalize their enterprise commitments and prepare one consistent message for employees.
After the leadership work concludes, time is protected for lunch, transfer, and a reset before the broader employee experience begins. This allows leaders to arrive at the Great Lakes Science Center ready to shift from decision-makers to visible hosts and listeners.
At the Science Center, the atmosphere becomes more energetic and inclusive. Employees move through interactive experiences connecting their work to customer readiness, quality, safety, service, innovation, and continuous improvement. Hospitality, accessibility, AV, and movement through the space are carefully coordinated so participation feels easy and inclusive without distracting from the experience itself.
Employee stories open the Peak Moment by showing how everyday work supports customers, protects quality, and contributes to patient safety.
Leaders then share the enterprise commitments finalized during the offsite, connecting each one to its customer or patient impact, leadership behavior, and clear point of accountability.
The commitments become part of a One Standard, One Promise display, where employees add their own response:
The standard I help protect is...
Together, the leadership commitments and employee responses create a visible expression of shared responsibility.
After participants return to work, the One Standard, One Promise display moves to the company’s operating site, keeping leadership commitments visible in the everyday environment.
Managers continue the conversation with their teams, while leadership tracks progress against the priorities, decisions, and commitments established during the offsite. At 90 days, leaders revisit what has changed and where adjustments are needed.
The lasting value is greater clarity and accountability across the organization: leaders make more coordinated decisions and follow through on commitments, while employees gain greater confidence in the direction of the business and how their work contributes.
Over time, that helps close the gap between leadership direction and everyday execution.
