Make NEW Mistakes
Today we wrap up the DISCOVER stage of Crafting Your Team Culture by discussing a tool called the After Action Review (AAR). You can read more on the other steps at the links below:
- Compose Your Coaching Philosophy
- Build Your Team Vision
- Describe the Ideal Athlete
- Draft Your R4 (Roles + Responsibilities + Routines = Rhythm)
- Establish Team Standards, Rewards, and Consequences
- Execute Consistent Prospect and Player Assessments
- Capture Individual Player Behaviors
- Conduct After Action Reviews (AAR)
Many of my Army buddies will laugh at the fact that I’m writing a blog post on the AAR. What many don’t realize, however, is how few teams practice collective reflection outside of film review. Here is a quick guide to the AAR:
What is an AAR?
The After Action Review (AAR) is a simple process used by a team to capture the lessons learned from past successes and failures with the goal of improving future performance. It is an opportunity for a team to reflect on a project, event, game, or season so that the next time, they can do better. The AAR will not only make learning conscious within a team, but it can also help build trust amongst the team’s members.
Who participates in an AAR?
Participants of an AAR should include all members of the staff. A facilitator may be appointed for more formal AARs to help create an open environment, promote discussion and draw out lessons learned, but this is not required.
When do you conduct an AAR?
AARs should be carried out as close to the completion of the event as possible-while the staff is still available and memories are fresh. Due to requirements (i.e., recruiting responsibilities), this may be several weeks after completion of the season. However, the more time that passes, the more risk of losing key persons who were influential to your team’s outcomes.
Rules for the AAR:
- Everyone participates
- There is no “rank”
- Leave your ego at the door
- Have a thick skin
Questions to ask:
1. What was supposed to happen? What actually happened? These questions are intended to create a shared understanding within the group on what were the initial objectives of the project, activity, event or task and whether they were achieved as planned. It is the role of the facilitator to encourage and promote discussion around these questions.
2. What worked (SUSTAIN)? What didn’t work (IMPROVE)? This set of questions generates conversation about what worked and didn’t work during the course of the project, activity, event or task. First, the facilitator asks the team members what aspects worked well for them. Additional probing questions could include — “What did they like?” or “What are things that would be worth repeating?” The facilitator should repeatedly follow up the team members’ responses with the question “Why?” to help generate a better understanding of the root causes of success. The facilitator then asks the team members what aspects of the project, activity, event or task didn’t go so well or “What were aspects that they didn’t like.” Again, the facilitator should use the “Why?” question to identify the root reasons or explanations as to why things didn’t go well? Part of the discussion regarding “improves” should include “What you would do differently next time?” This question is intended to help identify Specific Actionable Recommendations (SARs). The facilitator asks the team members for clear, achievable, and future-oriented recommendations. Once discussion begins to flow, it often turns to a free-flow of observations, ideas, and recommendations. The facilitator must keep the group on track and avoid the “rabbit trails” that may draw us off course.
The Way Ahead:
The AAR can be used after games, special events, semesters, or even seasons. Throughout the year, it is important to take some time to reflect on the multiple facets of one’s team. Potential areas of review include Recruiting, Strength and Conditioning (High Performance), Sport Specific areas (i.e., Offense, Defense, Special Teams, Pitching, Hitting, Facilities, Player Development, and others) or Period Specific topics (Off-season, Summer Workouts, Fall Camp, etc).
What can we do to make sure we get better next year? What can we do to make sure the things we did well this year continue to grow, while taking time to fix or change the things we did not do well? While these are pretty reasonable questions, they’re ones teams often fail to explore following a season…primarily because they are “too busy.” Well, we would argue you are too busy NOT to regularly conduct AARs.
And remember, every time you go out to train, compete, or host an event, you will make mistakes. However, as one of my old bosses used to say, “Let’s go make some new ones.”
A Note for Larger Staffs. In the days leading up to the full staff AAR, coaches may conduct subunit AARs within their area of responsibility. The intent is to capture Specific Actionable Recommendations (SARs), which are then shared and discussed with the whole staff. These should include all members of the respective section (i.e., coaches, graduate assistants, and support personnel). Again, potential subunit AARs may include: Recruiting, Strength and Conditioning, Offense, Defense, Special Teams, Player Development, etc. Prior to the AAR, send a few pointed questions to participants to focus their thoughts and ideas. You want the time to be productive, and all participants coming prepared with thoughts and ideas formulated around specific issues is a great step toward this effort.
