How do you get the whole team involved in choosing a company outing?

To involve the entire team in choosing a company outing, organize a consultation early in the process using accessible methods such as a quick poll, an anonymous survey, or a group vote. This helps build support, reduces the likelihood of disappointment, and increases the chances that people will actually look forward to the event. In this article, we answer the most frequently asked questions about team participation, dealing with disagreements, and selling a location choice internally.

Why do employees need a say in planning a company outing?

Employees who have a say in choosing a company outing feel more invested in the event and are more motivated to actually participate. Having a say increases a sense of ownership: if someone was involved in the decision-making process, they’re much less likely to back out. For the organizer, this means fewer no-shows and a better atmosphere on the day of the event.

That may sound like stating the obvious, but in practice, company outings are still often decided from the top down. Management chooses a location, the agenda is set, and employees receive an invitation. The result is predictable: part of the team is enthusiastic, while another part attends out of a sense of duty. The energy you want to create—the genuine connection between colleagues—only emerges when people feel that the outing was organized with them in mind.

Participation doesn’t have to mean that everyone gets full control. It’s about feeling heard. Even a simple question like “What do you think is important about a team-building day?” can make all the difference between an event that’s truly engaging and one that’s just a formality.

How can you gauge your team’s preferences without calling a meeting?

The quickest way to gauge your team’s preferences is through a short digital poll or survey that employees can complete in two minutes. Use tools like Google Forms, Microsoft Forms, or a Slack poll. Ask no more than three to five specific questions about activities, venue type, and daily schedule, and set a clear deadline of two to three business days.

The key is simplicity. The lower the barrier to entry, the higher the response rate. Don’t ask open-ended questions if you want quick results; instead, use multiple-choice questions or a simple ranking. For example, ask: “Which appeals to you more: an active day outdoors or a relaxed day with workshops?” or “How important is a good meal to you during a team-building day?”

If you want a bit more depth, an anonymous survey works well. Anonymity encourages more honest answers, especially when hierarchical relationships are involved. People are more likely to admit that they’d rather do something active than the usual happy hour if they don’t have to give their full name.

Be sure to follow up by letting them know what you’re doing with the results. Nothing is more frustrating than giving people a say and then not providing any feedback. A short message like “Based on your input, we’ve decided to organize an active day at the beach” shows that the team’s opinion really did matter.

What do you do if the team can't agree on where to go for the outing?

If the team is divided, choose a format that combines multiple preferences into a single program. A day that includes both active elements and moments of rest, as well as structured activities and free time, caters to more people at once than a day focused entirely on a single activity.

Disagreements are normal in a team with a mix of personalities and ages. One colleague might want to try kitesurfing or another active beach sport, while another would rather sit down for a good conversation and a delicious meal. That doesn’t have to be a problem if the location and itinerary are flexible enough.

From a practical standpoint, it helps to choose a basic structure that works for everyone, with optional opportunities for further exploration. For example, you could have a morning session with a group activity, followed by an afternoon where participation in activities is optional. That way, no one feels pressured, but there’s something for everyone to enjoy.

Avoid the trap of compromises that nobody really wants. A day spent trying to please everyone by doing a little bit of everything often lacks the focus needed to truly enjoy anything. Instead, choose a strong foundation—such as a unique venue or a well-prepared meal—and build around it.

How do you pitch a beach location to management internally?

When selling a beach venue internally, emphasize the professional facilities and present the recreational aspects as a bonus. Highlight specific features such as audiovisual equipment, Wi-Fi, meeting facilities, and catering, so that management understands that this is a serious business environment, not just a day in the sun.

Resistance to choosing a beach location for a retreat or corporate team-building event almost always comes from the same source: Does it sound professional enough? Will the team stay focused? What if the weather is bad? These are valid questions that you, as the organizer, need to address proactively.

Prepare your internal pitch by addressing those three objections. Point out that modern beach venues are fully equipped for business meetings, including professional support and a dedicated point of contact. Show that a refreshing environment outside the usual office setting actually fosters creativity and more productive discussions. And explain what options are available in case of bad weather.

Here at the Sand Motor, just south of Scheveningen, we offer exactly that combination: meetings with a sea breeze instead of air conditioning, but with all the amenities a serious business day requires. For business events with groups of 15 to 750 people, featuring our own kitchen and an experienced events team. Those kinds of concrete details make an internal proposal compelling, even without you being there to explain it yourself.

When is a team-building activity truly successful?

A team-building activity is truly successful if participants interact with one another differently afterward than they did before. This means that new connections have been made, existing relationships have been strengthened, or the group has shared an experience that provides a common point of reference. Success isn’t measured by the activity itself, but by the changes that occur afterward.

That sounds ambitious, but it starts with simple conditions. People need to feel at ease, the activity should offer a mild challenge without making anyone feel uncomfortable, and there should be room for informal interaction alongside the organized program. A good meal, a beautiful view, and a relaxed atmosphere contribute more to that than even the most carefully designed team-building exercise.

Another thing that helps is an activity that’s new to everyone. When no one is an expert, the hierarchy takes a back seat for a moment. Everyone starts from the same point, which creates equality and encourages collaboration. That’s exactly why activities like power kiting or beach games work so well in a business context: it’s uncharted territory for almost everyone, which fosters genuine interaction rather than a staged team-building exercise.

Finally, ask for feedback afterward. A brief wrap-up session—even if it’s just a quick chat—shows that you take the day seriously and provides valuable input for next time. Teams who feel their opinions matter are also more likely to participate enthusiastically in a future beach outing. Want to know what we can offer? Feel free to contact us, and we’d be happy to help you plan.

Frequently Asked Questions

What is the minimum number of people who need to participate in a team vote for the results to be considered reliable?

There is no set threshold, but a response rate of at least 70% of the team provides a solid enough basis for making decisions. If the response rate is low, it’s better to send a second brief reminder than to ignore the results. Keep in mind that quiet employees sometimes represent the group that is least engaged—precisely the group you want to reach.

What do you do if a manager wants to ignore the results of the team vote?

Present the voting results objectively and link them to concrete benefits such as higher attendance, greater engagement, and fewer dropouts on the day of the event. Avoid a debate about right or wrong, but keep it professional: an outing that aligns with the team’s preferences simply yields better results. If you do end up deviating from the outcome, communicate transparently to the team why, so that trust in future opportunities for input remains intact.

How do you handle employees who simply don’t want to participate in a company outing?

Accept that full participation is rarely realistic, and focus your energy on creating a program that makes the barrier to entry as low as possible. Ensure that individual activities are voluntary and avoid creating an atmosphere of social pressure. Paradoxically, employees who don’t feel obligated are often more likely to join in anyway when they see others having a good time.

How far in advance of the outing should you start gathering team preferences?

Ideally, start gauging preferences four to six weeks before the planned date, so you can still incorporate the results into your choice of venue and program. If you wait too long, so much will already have been decided that public input will feel more like a charade than genuine participation. A quick two-minute poll takes very little time but makes a big difference in how involved people feel.

What are the best questions to ask in a survey about a company outing?

Stel vragen die direct bruikbare keuzes opleveren, zoals het voorkeur voor een actieve of ontspannen dag, de gewenste sfeer (informeel versus semi-professioneel), en praktische zaken zoals een voorkeur voor een dag- of meerdaags programma. Vermijd vage vragen als ‘Wat vind je leuk?’ en werk liever met concrete opties of een schaal van één tot vijf. Voeg eventueel één open veld toe voor wie iets specifieks wil meegeven, maar maak dit niet verplicht.

How do you communicate the final decision on a team outing in a way that wins over even the most skeptical employees?

Make sure to explicitly link your decision back to the consultation process: specify which input you took into account and why you ultimately chose this format or location. Also point out how the program reflects the various preferences expressed, so that everyone can see their own input reflected in it. A brief, personal explanation from the organizer or manager is more effective than a formal announcement.

How can you determine afterward whether the company outing had the desired effect on team dynamics?

Stuur binnen een week na het uitje een korte evaluatie van drie tot vijf vragen, gericht op beleving, verbinding en concrete verbeterpunten voor de volgende keer. Let daarna ook op subtiele signalen in de dagelijkse werksfeer: praten collega’s makkelijker met elkaar, worden er vaker grappen gemaakt over gedeelde momenten, of is de samenwerking merkbaar soepeler? Die informele indicatoren zijn minstens zo waardevol als een ingevuld formulier.

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