Gettysburg: 2.5 day Agenda

Day One

3:00 pm

Check-in at the hotel

5:30 - 6:00 pm


6:00 - 7:00 pm

Introduction and Strategic Overview

Facilitators present the historical and strategic overview of the Battle of Gettysburg and describe the events leading to the commencement of combat on July 1, 1863.

“Huge armies were massing near one another along a broad line, but the fighting at Gettysburg, the costliest, deadliest of the Civil War, was not planned. How leadership took positions, charged or held back, communicated and acted decisively, ultimately spelled the difference between winning and losing.”

Leadership Issues and Review

  • Battlefield survey for the following day
  • Leadership models used
  • Relevant case studies of key decisions made during the battle
  • Command actions
  • Communication tactics
  • Senior military leaders’ decisions

Day Two: Battlefield Tour and Leadership Case-Study Discussion

8:00 am

Departure from the Inn to Battlefield by Bus

By focusing on the battlefield actions, communications and decisions of the senior military leaders - as well as historical anecdotes - our facilitators describe the sequence of events leading up to and around July 2, 1863, relating how challenges faced that day have parallels to those in the corporate world today.

“The brutal bayonet clash at Little Round Top has become emblematic with the struggles of July 2nd, 1863. Yet while orders were ignored and leaders faltered, heroism was witnessed in the character of Union and Confederate soldiers alike. Still, enmeshed with the glory, was the harrowing result of desperate hand-to-hand combat.”

8:30 - 11:45 pm

The Improvised Battle: July 1, 1863

Leadership Issues and Review

  • Conveying commander's/leader's intent
  • Taking charge
  • Relying on subordinates to assess situation and make critical decisions
  • Losing sight of the objective
  • Synchronizing assets

1:30 - 3:45 pm

The Orchestrated Battle: July 2, 1863

Leadership Issues and Review

  • Communicating effectively
  • Role of the individual in shaping events
  • Viewing the tactical (corporate) battlefield

4:00 - 5:30 pm

After-Action Discussion

Following the day’s battlefield experiences, we review the two days of battle action reflecting:

  • The progress, pitfalls, and combatants' options
  • Squandered or realized opportunities

Day Three: Battlefield Tour and Leadership Case-Study Discussion

July 3, 1863 was the pivotal day. General Lee was determined to attack and break through the Union Army’s position, but, as our facilitators will describe, the Union was well fortified and defended.

"Look, General Lee, at the insurmountable difficulties between our line and that of the Yankees—the steep hills, the tiers of artillery, the fences—we’ll have to fight our infantry against their batteries. Look…we’ll have to charge over a mile of open ground under the rain of their canister and shrapnel." "The enemy is there, General Longstreet, and I am going to strike him," said Lee in his quiet, determined voice.

8:00 - 10:30 am

Act of Desperation or Coordinated Attack?

Leadership Issues and Review

  • Communicating intent
  • Activity doesn't equate to progress
  • Hope is not a method
  • Leadership by example
  • Taking responsibility

11:00 - 1:00 pm

Working Lunch / Individual Action Challenge

The Conference Board Leadership Experience at Gettysburg is a tool for building leadership practices.

By walking the actual field of battle of this pivotal conflict of the Civil War, and experiencing the magnitude of emotion first hand, the clash between these two great armies comes to life. How the combatant leadership performed under fire, how they communicated, followed orders and inspired their troops all can relate to challenges faced in your own organization. In the working sessions, you compare and contrast the strategies you’ve studied and explore them in the context of today’s business environment. By discussing the parallels with your peers and the program facilitators you build workable plans and practices to initiate in your own company. The enduring value of this event is that you'll go home with new vision and insights to manage through confrontation, uncertainty and change.

Gettysburg will better equip you to choose sound leadership strategies in the future when you come under fire — strategies that may make the difference between winning and losing.

Gettysburg Inquiry

For customized team events, open enrollments, and general inquiries, please contact Jeff Jackson at
+1 516 554 5599 or

Inquiry Form

On The Gettysburg Program

"… allowed our team to focus on the impact of working together to create a common outcome. As a senior leader, at some point you need to look beyond your specific function and individual objectives and focus on the common outcome. The case studies, facilitated discussions and action planning established at Gettysburg supported our efforts to manage problems and make commitments as a team."

Roger Sparr
Chief of Staff
MIchelin North America Truck Tires

Business Week Slideshow