Lead Change Blog

MAY 18, 2018

Today, we’d call it an after-action review. She got me some cookies and a glass of milk. Then, when we were sitting at the table and I’d had a little of both, she asked me a question. What will you do differently next year?”. The focus was on the future. Some Lessons Don’t Take.

After Action Review 214

After Action Review Review Positioning Development 214

Persuasive Powerhouse

AUGUST 22, 2011

Have an “after action review” to allow them to debrief on what they learned and how they’ll use that learning in the future. Set up meetings to coach them around their development, and provide them the feedback they crave. Raise the bar, encourage them, and thank them for their efforts.

Sports 252

Sports After Action Review Training Open-book 252

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? Therefore, Situational Leaders need to act as catalysts in the growth and development of those they influence. You may not want to be judged, or think it is fair, but you will be.

Situational Leadership 52

Situational Leadership Leadership Influence Self-aware 52

QAspire

SEPTEMBER 18, 2012

When we reach (or beat) our goals, do we conduct a robust ‘after action review’ to get to the bottom of what went right? What if we could develop as much discipline wringing learning out what’s worked as we do out of what hasn’t? But, can we say the same about our successes? And it’s an enormous missed opportunity.

Succession 155

Succession After Action Review Learning-by-Doing Bottom-up 155

Great Leadership By Dan

SEPTEMBER 3, 2013

Welcome to the September edition of the Leadership Development Carnival ! For this month’s edition, I asked an all-star cadre of leadership development bloggers, authors, and consultants to submit an answer to the following question: “We all know that individual development plans (IDPs) need to be tailored for each leader.

Leadership Development 283

Leadership Development Development Planning Self-aware 283

Mike Cardus

AUGUST 28, 2012

The team is called together to do an after-action-review or post-mortem or de-brief. He will create and develop customized activities and simulations for what you need. On project teams much of the learning takes place when the project is complete. Pre-Mortem page 117. Mike is your answer.

Project 130

Project Team Building Planning Team 130

Harvard Business Review

APRIL 12, 2016

Leadership development represents a huge and growing investment for most organizations. In past years leadership development has always been treated as a discretionary expense or even a luxury, and therefore something that could be pared down or eliminated in hard economic times. One experiment generated a 2.6%

Leadership Development 8

Leadership Development Development Leadership Supply Chain 8

Harvard Business Review

OCTOBER 6, 2016

Investments in traditional leadership development are often misguided and a waste of money. It’s not that development itself isn’t important. So they’re looking for ways to cultivate those competencies and, in the process, feeding the fad-driven leadership development market. Paul Garbett for HBR.

Leadership Pipeline 13

Leadership Pipeline Leadership After Action Review Pharmaceuticals 13

Harvard Business Review

AUGUST 10, 2017

Although organizations spend more than $24 billion annually on leadership development, many leaders who have attended leadership programs struggle to implement what they’ve learned. Our research on leadership development shows that leaders who are in learning mode develop stronger leadership skills than their peers.

After Action Review 8

After Action Review Benchmarking Leadership Development Goal 8

Strategy Driven

NOVEMBER 17, 2010

– How to Create and Implement a Knowledge Transfer Program, part 1 ), you’re ready to design and develop a program that retains Baby Boomers’ knowledge. Some knowledge transfer methods to consider are mentoring, social networks, Communities of Practice, After Action Reviews, and storytelling programs.

How To 62

How To Tacit Knowledge Mentor Intellectual Capital 62

Harvard Business Review

JANUARY 11, 2017

Tapping into your outside experts to help in the development of internal employees is a valuable way to address the needs of both. Experts are often looking for ways to help junior people in their profession, and younger employees are hungry for training and development. Involve Experts as Part of the Brain Trust.

Mentor 8

Mentor Agility Team Teamwork 8

Harvard Business Review

NOVEMBER 22, 2013

And yet, as I write in more detail in Collaboration , after the Bay of Pigs Kennedy brilliantly retooled his group decision-making process. As time passes, they deploy another new approach: they divide into sub-groups, with one developing a position paper arguing for the military strike, the other for the blockade.

Groupthink 9

Groupthink Janis Consensus After Action Review 9

QAspire

APRIL 14, 2013

Here are some common pitfalls that should be avoided in any form of reflective exercise: No Actions, No Results: In many other methodologies and cultures, Hansei is termed differently, like retrospectives in Scrum and After Action Reviews in American Culture (developed by US Army). Photograph By: Tanmay Vora.

Kaizen 152

Kaizen After Action Review Quality Bottom-up 152

Strategy Driven

MARCH 18, 2016

We recommend instituting after-action reviews (AARs) – formal learning sessions that were originally developed in the U.S. The best after-action reviews are aimed at uncovering 3 things: what worked, what didn’t work, and what we will do differently in the future.

After Action Review 50

After Action Review Rogers Contingency Plans Leadership 50

Harvard Business Review

JUNE 27, 2013

Consider this now familiar view from the field: "I''ve run a virtual team for the past 18 months in the development and launch of [a website.] The software was developed in St. I had one face-to-face meeting with the team lead for the technology development this past December.". I am located in Toronto, Canada.

Team 9

Team Shaw Commitment After Action Review 9

Harvard Business Review

OCTOBER 28, 2014

In a pattern that would become familiar to today’s innovation thinkers, Worthy reports, “the then managements of Sears and Wards alike failed to grasp the significance of these new developments.”. Army uses after-action reviews to change course, as the Pascale article explains in excellent detail. Rucci , Steven P.

Retail 9

Retail Quinn Real Estate Apparel 9

Harvard Business Review

JANUARY 28, 2016

Now every performer is performing at their top level…” Be a talent developer. Yes, managers of agile talent need to coach and invest in the development of their external experts. That, in turn, means you have to be attentive and connected to those other teams and invest in building those individual relationships.

Management 8

Management Agility Middle Management After Action Review 8

Harvard Business Review

SEPTEMBER 30, 2016

The best technique I’ve seen for structuring these coaching sessions may be the after-action review (AAR) procedure developed by the U.S. AAR is a structured review or debrief process for analyzing what happened, why it happened, and how it can be done better by the participants and those responsible.

Management 8

Management Performance Review Review After Action Review 8