I had a glance at the calendar today and realized that Thanksgiving is just around the corner next week. It kind of took me by surprise, and now I'm scrambling to figure out how to fit in all those holiday activities. Given that we're a small family, we might opt for chicken instead of the traditional turkey this year.
Last week we discussed the customer-centric approach that I find so valuable in Agile methodology and mindset. Today, I'd like to introduce you to another powerful tool used in Agile, but also applicable in various other fields like emergency management and business continuity planning – the retrospective, hotwash, lessons learned, post mortem, or after-action meeting, among other names. Essentially, it's the meeting that takes place after something has happened, where we come together to reflect on our performance, identify areas for improvement, and plan for the future.
The retrospective (I'll stick with this name for now) is often one of the most challenging and misunderstood meetings out there. Depending on your organization's culture and maturity, these meetings might be a rarity. So, what makes them so challenging, you might wonder? Well, it's human nature for many to believe that there's a good reason for doing things the way they've always been done, and questioning that can seem absurd. Some feel that discussing what went wrong reflects poorly on individuals, or that critiquing a process created by an executive is off-limits. Sound familiar? We've all been in those meetings where everyone knows the issue but nobody wants to voice it because they're afraid of hurting someone's feelings. Perhaps your organization has a culture of defensiveness, making these meetings stressful and unproductive, leaving everyone frustrated. Meanwhile, the organization continues to repeat the same mistakes, and the underlying issue remains elusive.
I'm a huge fan of retrospectives because they provide a pathway for continuous improvement within an organization. It's the most effective way to enhance our performance in all areas and at all levels. Understanding what didn't work well during a sprint, a project, or an incident, and having the opportunity to rectify it, is one of the most rewarding and productive uses of our time. If you're not already in the habit of holding these meetings, I strongly recommend giving it a shot. You might think my description above doesn't create a strong urge to try it, but trust me, there are a few ways to introduce your organization to this valuable practice.
Start small!
Begin by introducing the concept to your team, explaining the "why" behind it, and encourage discussing what went wrong rather than who did what. As the facilitator, ensure you steer the meeting in the right direction. If things go off course, restate the objective, take a 10-minute break, and try again. Once you're comfortable with your facilitation skills, expand to larger teams and settings. Most importantly, lead by example by being open and vulnerable.
Make it fun!
Agile principles can be gamified, and one of my favorites is "priority poker" (which I might write about next week). Similarly, retrospectives can be gamified. A quick Google search for "retrospective games" or "retrospective games for remote teams" will provide you with a wealth of ideas. I even ordered a card game for retrospectives that I'm excited to try out and share my experience with. (I shared a few resources below)
Don't give up too soon!
Introducing this type of meeting in an organization that has never done it can be quite a challenge. People may not initially appreciate it, and you might face resistance. However, these activities are incredibly valuable. Once you can demonstrate improvements resulting from retrospectives, you'll gain buy-in. Remember, it's like eating an elephant – one bite at a time!
Comments