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Atricle Dump - It's Not What You Do; It's What You Do After You've Done It
What do you mean by a 'brand'? It's no secret that most fine chess sets are made by artisans in India. They are nicely weighted, beautifully designed and look/feel great. Some manufacturers are better than others, and quality is an ever present issue to grapple with on an ongoing basis. But good quality can be had - and there are a number of stores, physical and online, that market excellent quality chess sets for good prices that yield a little profit for the operator. How can we make ours distinct? How can we make our ver
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for
Its more than handing out promotional polo shirts. Many companies have discovered the value of employee incentive programs. Employees and staff who feel appreciated and recognized are more loyal and more hardworking. They produce higher quality efforts and can be your best ambassadors and publicity. Your employees will recognize a half-hearted incentive program, though. In order to be effective, though, an employee incentive program must meet three criteria: It must reward real accomplishments. It must b
After a project or an event, it's rare that anyone, either individually or as a team, sits down to reflect on what has unfolded.
Ironically, the learning from an event comes primarily from the debrief rather than from the event itself. That's worth repeating because it is so profound and so often overlooked: the learning from an event comes primarily from the debrief rather than from the event itself.
It's a delicate art to conduct a retrospective that's powerful and useful and not a destructive critique.
Most of us don't bother with a post-event analysis. But even when we do, they can be painfully horrible affairs: a combination of passive-aggressive politeness with no one willing to mention the "dead moose" (or "dead elephant" or "dead kangaroo", depending on your country of origin) that is in the room. (For those unfamiliar with the phrase, we're talking about the thing that's big and rotten and getting in the way of everything).
An After Action Review (AAR) is focused primarily on learning and building community. It is founded on two related principles:
This is not to judge success or failure (and hence apportion blame) but rather the focus is on what can be learned for moving forward.
There's a belief (what Norman Kerth calls the Prime Directive) that regardless of what's discovered, the participants understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for j
There are a few ways human resources training is conducted. For many large companies, a well-trained human resources department is key to running a successful business. Employees of these companies need a place where they can go when a payroll discrepancy occurs, a complaint needs to be filed, or when management needs a report on productivity and or labor management. The human resources department becomes a voice for the employee who is not always heard in a large company. This is why training is so important. Human resources tr
It's a delicate art to conduct a retrospective that's powerful and useful and not a destructive critique.
Most of us don't bother with a post-event analysis. But even when we do, they can be painfully horrible affairs: a combination of passive-aggressive politeness with no one willing to mention the "dead moose" (or "dead elephant" or "dead kangaroo", depending on your country of origin) that is in the room. (For those unfamiliar with the phrase, we're talking about the thing that's big and rotten and getting in the way of everything).
An After Action Review (AAR) is focused primarily on learning and building community. It is founded on two related principles:
This is not to judge success or failure (and hence apportion blame) but rather the focus is on what can be learned for moving forward.
There's a belief (what Norman Kerth calls the Prime Directive) that regardless of what's discovered, the participants understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for
One day a very wealthy father took his son on a trip to the country for the sole purpose of showing his son how it was to be poor. They spent a few days and nights on the farm of what would be considered a very poor family. Upon return from their trip, the father asked his son how he liked the trip.It was great, Dad, the son replied. Did you see how poor people can be? the father asked. Oh, yeah, said the son. So what did you learn from the trip? continued the father.The son answered, I saw that we have o
An After Action Review (AAR) is focused primarily on learning and building community. It is founded on two related principles:
This is not to judge success or failure (and hence apportion blame) but rather the focus is on what can be learned for moving forward.
There's a belief (what Norman Kerth calls the Prime Directive) that regardless of what's discovered, the participants understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for
As the business world grows, the physical globe shrinks as products from all nations become business opportunities for companies of all sizes. A wide variety of items are available and relatively simple to acquire as the internet provides a gateway to export companies from all nations. With the rise in the accessibility of foreign countries, one seemingly small item has now exploded onto the market; Wholesale Tea.Before only available to those with contacts in Eastern nations including, China, Japan, India, and Sri
This is not to judge success or failure (and hence apportion blame) but rather the focus is on what can be learned for moving forward.
There's a belief (what Norman Kerth calls the Prime Directive) that regardless of what's discovered, the participants understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for
Customer loyalty. Say these words and retailers' eyes light up. Every retailer wants customer loyalty and wants to keep it. Some retailers would do almost anything to get customer loyalty, and I understand that. I'm a grandmother and, thanks to birthdays, an experienced shopper, and I think customer loyalty is waning. The question is, why?Misreading the customer is one reason. A few months ago I went to a furniture store to look around. No other customers were in the store and when the sales associate saw me he sta
With that in place, there are five simple and profound questions to ask.
1. What did you intend?
This can be a simple restatement of your objectives. What were you trying to achieve?
2. What happened?
This is useful for just getting a sense of what really happened. You can rest assured that your perspective of events is only one of the versions.
The objective here is to collect both "the facts" (such as costs, number of people involved, figures, etc) and differing opinions on what worked and didn't work, what circumstances influenced what happened, and other factors.
When commenting on others' roles, capture specific behavioural events (what they did, what they said) rather than your conclusion about what they did (X did a poor job because...).
3. What can we learn about it?
There will be different levels of learning here, from the very specific ("don't wear Brand X socks - they give you blisters") to the more abstract ("this project wasn't close enough to my life purpose for me to be motivated").
Don't forget to ask here "what did we do well that we need to discuss or else it will be forgotten?" It's very easy to jump to "the mistakes". It's most powerful to start with what's been working.
Capture also "what still puzzles us?" You won't be able to figure everything out. Be explicit about what it is that still is a mystery.
4. What should we do differently next time?
This is powerful because it plants seeds for the "next time" conversation. Without these seeds, we default back to a collective memory of "this is how we do things around here" which most often does not capitalize on the collected wisdom.
5. What should we do now?
There may well be actions to take right now: things to do, people to connect with.
As with all actions, set up
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