We’d known for a while that we were heading away as a team – but that was all we knew.
There was no agenda, no outline, and no clue what we’d actually be doing. Theories started circulating weeks before we left: swimming in the lake, survival training, treasure hunts. Everyone had an idea, but no one had confirmation.
Then the Friday before, James simply said: come open-minded – you’ll be tested, mentally and physically.
Not exactly comforting.
Soon after, a surprise video message landed in the team WhatsApp from Michael Owen wishing us luck. He’d heard what was planned and said it sounded extremely tough. At this stage, we still didn’t know what “extremely tough” meant.
Each day’s activities were revealed only the evening before – just enough notice to prepare, but not enough to overthink.
The Reality
The 4am SAS-style wake-up call was the moment it stopped being theoretical.
From there, it was full immersion. A 12km hike across tough terrain pushed everyone physically, and just when legs were already heavy, it finished with a 2km race. There was no easing into it and no steady pace – just dig in and go.
Some of the team took on the river, fully submerged without hesitation. It was freezing and uncomfortable, but nobody complained. That set the tone.
Then came the rowing. Out on the water, we battled wind and tide, fighting resistance and trying to stay in rhythm. It quickly became obvious that if one person drifted, the whole boat felt it. The lesson in teamwork wasn’t subtle.
The Enigma challenge tested us differently. With little sleep and rising mental fatigue, we were forced to make decisions when patience was thin and communication mattered most. It exposed how we operate under pressure – how clearly we think, how well we listen, and how we lead when we’re stretched.
What stood out most wasn’t individual performance, but collective mindset. Nobody checked out, nobody blamed others, and nobody stopped contributing, even when it would have been easier to.
Perspective From the Outside
We also heard from three speakers who each brought something valuable in different ways.
Jamie Peacock spoke about performance and mindset – about the standards you set for yourself, the importance of true teamwork, and pushing that extra mile when it would be easier not to.
Linda Moir focused on customer service and the impact of what she calls “magic touches” – the small, thoughtful details that determine whether customers come back and what they say about you when you’re not in the room.
Tony Morris talked about identifying customer pain points and actively easing them, explaining how removing friction and improving the experience at every touchpoint can transform how people feel about working with you.
One comment about Linda really stuck:
“She had such a lovely warmth and energy. I really hope I give off that energy to my team and our freelancers.”
That kind of reflection says more than any performance metric ever could.
The Setting
We stayed at Monkhouse Hill Cottages, refuelled brilliantly with some amazing food thanks to Culinary Temptations, and recovered in hot tubs that felt very well earned.
But this wasn’t a luxury retreat – it was a reset.
We were also brilliantly fuelled throughout by some fantastic local suppliers. HECK kept us going with their sausages at breakfast, Good Pud delivered the sweet treats when morale needed a lift, and Morganella’s sorted us with lunchboxes, protein balls and scones that were very much appreciated after long hours outdoors. The food definitely played its part in keeping energy levels up when we needed them most.
What We Came Back With
We came back with greater clarity: on who we are as a team, where each of us thrives, where we need support, and the standards we hold ourselves to.
Growth rarely feels comfortable in the moment, but it builds something far more valuable afterwards – and this week was a strong reminder of that.
