The Center For Leadership Studies

JUNE 8, 2023

This is why it becomes exponentially more difficult when we become people managers and need to help others figure them out as well. If you fall short, a reasonable first place to start with an “after-action-review” is, What could you (the leader) have done differently? It can be messy and vague.

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? But, can we say the same about our successes? When something goes well, do we invest the same evaluative energy? And it’s an enormous missed opportunity.

Succession 155

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

Mike Cardus

AUGUST 28, 2012

The team is called together to do an after-action-review or post-mortem or de-brief. Where all the team members meet, the project manager explains why everyone is here, their skill sets, and frame the project in a context that illustrates to everyone why this project, why now, and why everyone is part of this project.

Project 130

Project Team Building Planning Team 130

RapidStart Leadership

FEBRUARY 27, 2019

How do we increase the odds of “winning” with the team we have? At the beginning of any game, everyone starts with the same number of players on the board. And in the rush to get things done, we focus on moving those players around the best we can. If … Change the Game: 7 Ways to Build Teammates Who Can Do More Read More ».

After Action Review 226

After Action Review Team Leadership Delegation 226

Strategy Driven

NOVEMBER 17, 2010

Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. Manager can avoid this by taking some steps now to prepare for the day when key workers leave.

How To 62

How To Tacit Knowledge Mentor Intellectual Capital 62

Harvard Business Review

OCTOBER 6, 2016

Organizations are continuously promoting people into management, and those new leaders struggle with the transition. How talent management is changing. Second, these companies believe in matrix management and risk taking — both attributes are highly predictive of long-term revenue per employee and gross profit margin.

Leadership Pipeline 13

Leadership Pipeline Leadership After Action Review Pharmaceuticals 13

Harvard Business Review

JANUARY 11, 2017

Mentor/coach: Contributes through others as a formal manager, an idea leader, a project owner, or an informal employee developer. Managers tap these outside experts for help because of their knowledge and experience. More-formal methods, such as after-action reviews, are useful too.

Mentor 8

Mentor Agility Team Teamwork 8

Harvard Business Review

APRIL 12, 2016

Industry research, for example, shows that companies spent more than $24 billion on leadership and management training worldwide in 2013, an increase of 15% from 2012. Underlying this notion was the lack of tangible results that could be attributed to management training.

Leadership Development 8

Leadership Development Development Leadership Supply Chain 8

Harvard Business Review

AUGUST 10, 2017

Finally, leaders who are in learning mode conduct fearless after-action reviews, determined to glean useful insights from the results of their experimentation. Creating and capitalizing on learning opportunities can be bolstered by having a coach or peer provide feedback and act as a sounding board.

After Action Review 8

After Action Review Benchmarking Leadership Development Goal 8

Harvard Business Review

NOVEMBER 22, 2013

For that, he leaves a huge legacy in management. And yet, as I write in more detail in Collaboration , after the Bay of Pigs Kennedy brilliantly retooled his group decision-making process. President Kennedy’s redesign of his decision making process has had enormous influence on today’s management thinking on leading teams.

Groupthink 9

Groupthink Janis Consensus After Action Review 9

Harvard Business Review

DECEMBER 8, 2015

I recently discussed the issue of managing through uncertainty with retired U.S. Petraeus has managed uncertainty of global scope and with the highest stakes. Our conversation left me with three recommendations for managing uncertainty that we all can use: Learn faster than your opponent. So how should leaders adapt?

Uncertainty 8

Uncertainty Decentralization Venture Capitalist After Action Review 8

Great Leadership By Dan

SEPTEMBER 3, 2013

Do employees speak up, challenging the leader''s plans, decisions, and actions if they see a gap? John Hunter , from Curious Cat Management Improvement Blog , says “ One item I think every leader should have in their IDP is to continue to improve coaching their staff. These can be advisors, peers or coaches. Tacy Byham, Ph.D.

Leadership Development 283

Leadership Development Development Planning Self-aware 283

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. About the Authors.

After Action Review 50

After Action Review Rogers Contingency Plans Leadership 50

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

JUNE 27, 2013

Then periodically do "after-action reviews" to evaluate how things are going and identify process adjustments and training needs. In a classic HBR article " Management Time, Who''s got the Monkey ?" If you create this, though, take care not to end up practicing virtual micro-management. William Oncken and Donald L.

Team 9

Team Shaw Commitment After Action Review 9

Harvard Business Review

JANUARY 28, 2016

.” While cost is clearly a consideration, managers describe the primary benefits of agile talent as increasing flexibility, speed, and innovation. Nor is there a single common model for managing it. But effective implementation falls, not surprisingly, to middle managers. Manage the politics.

Management 8

Management Agility Middle Management After Action Review 8

Harvard Business Review

SEPTEMBER 30, 2016

Both studies discovered that companies are putting far more emphasis on increasing the quality and frequency of the feedback managers are providing their employees. And in the HRE research, 77% of HR executives in the organizations studied report that their top performance management priority is encouraging more-frequent conversations (i.e.,

Management 8

Management Performance Review Review After Action Review 8