Nathan Magnuson
DECEMBER 19, 2016
The After Action Review (AAR) was originally developed by the U.S. Here are several simple tips for performing high quality after action reviews. The first captures the successes, breakthroughs and positive elements of the event. team leaders). It’s time to get some feedback.
Nathan Magnuson
SEPTEMBER 1, 2014
Success is a lousy teacher. I recently received a question from a leader who has just completed a season of success. She is concerned her team won’t stay motivated. How do you keep your team fully engaged in the wake of success? Success can take a toll on people – mentally, physically and emotionally.
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Mike Cardus
AUGUST 28, 2012
Pre-Animate focuses the team on what is needed for accomplishing the goals and objectives. Creating a space for team members to discuss what success will look like, how to get there and creating a deliberate plan to capture what went right, the team purposefully shares knowledge and skills when it can be best used – AT THE START.
The Center For Leadership Studies
JUNE 8, 2023
If you fall short, a reasonable first place to start with an “after-action-review” is, What could you (the leader) have done differently? How do the people on your team like working for you? Did you wait too long to make certain decisions? Or make others far too quickly and without nearly enough data?
Harvard Business Review
JANUARY 11, 2017
For example, successful agile talent is, almost by definition, entrepreneurial. Beyond the project contribution, technical and functional experts should be asked to share their expertise and educate the team on best practice insights and new innovations in their field of expertise. Involve Experts as Part of the Brain Trust.
Strategy Driven
NOVEMBER 17, 2010
Some knowledge transfer methods to consider are mentoring, social networks, Communities of Practice, After Action Reviews, and storytelling programs. While it may be tempting to launch your program and move on to other tasks, remember that successful programs require maintenance and attention.
Harvard Business Review
NOVEMBER 22, 2013
But at the time, success was hardly assured. And yet, as I write in more detail in Collaboration , after the Bay of Pigs Kennedy brilliantly retooled his group decision-making process. The team should be broken into sub-groups that would work on alternatives and then reconvene. For that, he leaves a huge legacy in management.
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