ESSENTIALS AT A GLANCE
The Venue
The Nutfield Priory, a former abbey now converted into a hotel
Industry
Global public relations
Country & Region
Surrey, England
Producers
Valeria Dolce, Giulia Boccacini
Character
Exploratory, global and intentional
Campfire Field Notes. Client Retreats
How a leading global PR agency brought together their North America and UK teams for an unforgettable excursion filled with roaring engines, flying falcons and a Co-Founder jamming with the band.
Fight or Flight (FoF) is a PR agency working on both sides of the ‘pond’. It is remote-first in North America, while in the UK, its London office fills up two days a week, and staff are scattered across Manchester and Glasgow. Its clients are global brands, and about 60 percent of its assignments span multiple markets.
"It's critical that these team members really know each other, trust each other and know how to collaborate," said President Tim Fry, who runs the North American business and leads global integration.
Video calls can only go so far to build that trust. VP of People and Culture Candace Byrdsong, who joined in May, described what gets lost.
"When you have messages that go back and forth, it's really hard when you don't know the person."
Chief Client Officer and Co-Founder Joe Walton named the risk more bluntly. In a high-pressure job, it is easy "to be a bit short with your colleagues, to become a bit of a keyboard warrior."
The mission was to replace screen-sized impressions with real ones by gathering the whole international team in one location over the course of three days for what they refer to colloquially as a FoFfsite.
Walton said the company weighs the cost every year, and keeps paying. CEO Charlie Meredith-Hardy called it "one of the most valuable investments that we can make, because it's an investment in people."
"It's critical that these team members really know each other, trust each other and know how to collaborate," said President Tim Fry, who runs the North American business and leads global integration.
Video calls can only go so far to build that trust. VP of People and Culture Candace Byrdsong, who joined in May, described what gets lost.
"When you have messages that go back and forth, it's really hard when you don't know the person."
Chief Client Officer and Co-Founder Joe Walton named the risk more bluntly. In a high-pressure job, it is easy "to be a bit short with your colleagues, to become a bit of a keyboard warrior."
The mission was to replace screen-sized impressions with real ones by gathering the whole international team in one location over the course of three days for what they refer to colloquially as a FoFfsite.
Walton said the company weighs the cost every year, and keeps paying. CEO Charlie Meredith-Hardy called it "one of the most valuable investments that we can make, because it's an investment in people."
The Core Experience
This was the agency's sixth retreat, and the trajectory tells the story of its growth. The first was held at what executive creative director David Woodward referred to as an ‘old people's’ home in Bournemouth, and it ended in some of the roughest nightclubs he has ever seen, "like a student freshers' week rather than a company retreat." Later came an island off Essex. Now the whole company has outgrown most venues and finding the right spot can be a bit tricky. Operations executive Molly Scotton, who planned the trip while on maternity leave, thinks the Nutfield Priory with Campfire was the best yet.
"As an organizer, it felt easy, it felt relaxed, even though we fit loads in."
"As an organizer, it felt easy, it felt relaxed, even though we fit loads in."
Not just fun and games
The surprise hit was a drum circle. Scotton had to talk skeptical colleagues into it.
"I kept saying, 'Trust me, it's going to be so cool.'" Within a few minutes, the room was already playing in sync.
"I wanted to stop and take a video and say, 'My company is so much cooler than yours,'" she said. Fry, who had never had a lesson, heard the same reaction from colleagues afterward: nobody expected to like it that much.
Walton passed along a remark from a Manchester designer, who said the sound made her feel "weirdly emotional."
Another challenge was a bottle-rocket build, in which teams launched homemade rockets made from water and plastic bottles.
"We definitely learned a lot about who's resourceful," Walton joked. Only one team out of a dozen failed to launch, showing that the team of PRs had some solid engineering chops. Fry's favorite moment was quieter: coffee with someone he rarely talks to, learning about their family and hobbies.
"Those are the types of conversations that really help build the relationship and build that trust."
The competition came on quad bikes, which Meredith-Hardy called "horrendously competitive." Walton said one colleague, looked ready to flip her bike with every run and knocked over about 70 cones. Her team finished last. Falconry was also a huge hit among the animal lovers on the team. There was also chocolate making, and a morning squash club that turned out to be just as intense.
People danced to Shania Twain. Scotton said everyone danced both nights.
Campfire believes a retreat needs at least one moment that isn't trying to solve anything. This one had a whole day of that.
"I kept saying, 'Trust me, it's going to be so cool.'" Within a few minutes, the room was already playing in sync.
"I wanted to stop and take a video and say, 'My company is so much cooler than yours,'" she said. Fry, who had never had a lesson, heard the same reaction from colleagues afterward: nobody expected to like it that much.
Walton passed along a remark from a Manchester designer, who said the sound made her feel "weirdly emotional."
Another challenge was a bottle-rocket build, in which teams launched homemade rockets made from water and plastic bottles.
"We definitely learned a lot about who's resourceful," Walton joked. Only one team out of a dozen failed to launch, showing that the team of PRs had some solid engineering chops. Fry's favorite moment was quieter: coffee with someone he rarely talks to, learning about their family and hobbies.
"Those are the types of conversations that really help build the relationship and build that trust."
The competition came on quad bikes, which Meredith-Hardy called "horrendously competitive." Walton said one colleague, looked ready to flip her bike with every run and knocked over about 70 cones. Her team finished last. Falconry was also a huge hit among the animal lovers on the team. There was also chocolate making, and a morning squash club that turned out to be just as intense.
People danced to Shania Twain. Scotton said everyone danced both nights.
Campfire believes a retreat needs at least one moment that isn't trying to solve anything. This one had a whole day of that.
our trusted clients
Recap
Meredith-Hardy felt that the retreat will help foster relationships for years to come.
He hopes that colleagues now have "little stories in common" and go back to Slack with a friend on the other end. His favorite sight was people with no shared projects, sometimes thousands of miles apart, "roaring with laughter."
Walton says the effect on how people treat each other is concrete. "If you've had a drink with someone, if you've danced in a big circle to 'Don't Look Back in Anger' with them on the dance floor, it just makes you much more likely to treat people in a more respectful, human way." The agency, he said, always gets a "massive bounce" afterward.
"The reason we keep spending the money on it is because it's all the side conversations that happen, most of which we will never see between people from Boston, Dallas, London, Manchester or Glasgow,” Walton said, pointing to how this helps the international agency build transatlantic bridges of trust.
On the last night, Walton surprised the whole team by jumping up on stage and playing guitar with the band.
"He did his best Chuck Berry impersonation," fellow Co-Founder Meredith-Hardy said. On Friday morning, that moment was all anyone could talk about, and Walton's fingers bleeding on the guitarist's fret board will surely stick out as a core memory from this FoFfsite.
Byrdsong, who is based in the US, expected exhaustion on the flight home. Instead, she said, she's excited to get back to work. "It's rejuvenating. It's been like going to an emotional spa."
"I feel sorry for everyone who doesn't work for companies that invest in their people like this," Byrdsong told Campfire.
He hopes that colleagues now have "little stories in common" and go back to Slack with a friend on the other end. His favorite sight was people with no shared projects, sometimes thousands of miles apart, "roaring with laughter."
Walton says the effect on how people treat each other is concrete. "If you've had a drink with someone, if you've danced in a big circle to 'Don't Look Back in Anger' with them on the dance floor, it just makes you much more likely to treat people in a more respectful, human way." The agency, he said, always gets a "massive bounce" afterward.
"The reason we keep spending the money on it is because it's all the side conversations that happen, most of which we will never see between people from Boston, Dallas, London, Manchester or Glasgow,” Walton said, pointing to how this helps the international agency build transatlantic bridges of trust.
On the last night, Walton surprised the whole team by jumping up on stage and playing guitar with the band.
"He did his best Chuck Berry impersonation," fellow Co-Founder Meredith-Hardy said. On Friday morning, that moment was all anyone could talk about, and Walton's fingers bleeding on the guitarist's fret board will surely stick out as a core memory from this FoFfsite.
Byrdsong, who is based in the US, expected exhaustion on the flight home. Instead, she said, she's excited to get back to work. "It's rejuvenating. It's been like going to an emotional spa."
"I feel sorry for everyone who doesn't work for companies that invest in their people like this," Byrdsong told Campfire.
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