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Everyone has great knowledge on how things should look like, however, when we simply ask “what can be improved?” certainly there are many aspects that can be easily left out. Based on the believe that wisdom lies within the team, it’s on our interest to make sure all ideas blossom.
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Less is more: it’s better to leave the room with one good action rather than three regular ones.In order to get to quality actions I suggest:
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30% dedicated to action refinement and feedback.60% dedicated to raising problems and discussing them.10% to share the agenda and make sure everyone is present in the meeting (check-in).If in a 1:1 coaching session the recommendation is to invest a 80% of time to discuss issues and 20% to jump to action, in team retrospectives I’d adjust these percentages in the following way: A common mistake is to spend way too much time in the problem solving phase, which unavoidably force us to speed up to define the actions. Therefore it makes sense to invest a decent amount of time in discussing them and ensure alignment. In the end the success of a retrospective is measured by the quality of the resulting actions. Today I’d like to share with you my top 3 learnings. As you all know I have been running retrospectives for several years and I can say I had the chance to learn from awesome facilitators during this time.