Published by
William Hickman, Senior Adviser
Compass Executives
The Power of After-Action Reviews
Veterans are asked what they miss most from serving in the military. We all miss serving with our nation’s amazing young men and women, who volunteer to serve their country. Along with this service, I miss the honest, candid After-Action Reviews (AARs). The desire by every leader to improve the organization knowing full well that the lessons learned in training are going to save lives in combat and lead to improved mission execution.
Many years ago, on a very dark night, I entered an AAR mobile trailer, as one of the senior leaders in a brigade combat team (4,000 Soldiers) from Ft Campbell. Our unit was conducting a 3-week training exercise in the California desert. Over the last two days, the brigade prepared a complex, combined arms defense. Early this morning, the opposing force, “the enemy,” attacked our defense, identified a weak point, exploited the weakness, and attacked into the brigade’s rear area. When the training battle ended, the observers/controllers (OCs) (cadre of experienced leaders) paused the action and facilitated AARs beginning with the smaller units. Now it was time for the brigade’s senior leaders to review the last two days activities, identify the lessons learned, and determine who was responsible for fixing the deficiencies.
The OCs facilitated the AAR. They started with a short review of the defense preparation followed by what happened in the execution. After the review, the OCs, for about fifteen minutes, reinforced what went right. Then the bulk of the time, approximately eighty minutes of a two-hour event, was dedicated to leader discussions of what happen, what went wrong, and how to fix the deficiencies. The OCs asked opened ended questions and encouraged candid discussion. The senior leader present, brigade commander, encouraged a hard examination of our actions from mission preparation, command and control, communication, and synchronization of actions. The last few minutes of the AAR were dedicated to summarizing the lessons learned and identifying who was responsible for fixing the problems. We were reminded a lesson learned isn’t learned unless behavior is changed. We ended the evening recognizing several exceptional Soldiers that excelled in the execution of their duties. A not to subtle reminder that our actions, decision, successes, and failures directly affected our Soldiers abilities to accomplish the mission—added motivation, as we prepare for our next mission, an attack at the National Training Center.
After-Action Reviews are important for all organizations to embrace at critical times while conducting operations. There are several important considerations when a business implements an effective AAR process.
· Focused Questions. During an AAR, the leaders ask four questions. What was supposed to happen? What went right? What went wrong? What are the lessons learned?
· Established Standards or Professional Doctrine. To identify lessons learned, the business must have established business standards, industry policies, or a professional doctrine.
· Focus Areas. Planning and execution of a project can be complex and require many hours to fully review. A quality AAR focuses the senior leaders on the critical areas that will improve business operations. Focus areas might include decision-making, communication, synchronization, interdependence, marketing, or manufacturing.
· Senior Leader Support. Senior leaders must support and actively participate in the AAR process. They must encourage candid discussions, treat the event as a leader development opportunity, and focus on AAR outputs.
AARs are critical events that are schedule and annotated on the business’ operating calendar well in advance. Your facilitators must collect observations and prepare for the AAR.
AARs are best executed after completion of each phase of a project and upon project completion. Additionally, AARs are effective in examining the business’s value chain to include interaction with suppliers, plant production, distribution center operations, customer/retailer relationships, and the final customer’s satisfaction.
Don’t over complicate the AAR process. Set a schedule, establish an organization’s AAR standard, train your facilitators and business leadership, and maximize the benefits of a focused discussion on how to improve your business, shape the future, and create a sustainable position of advantage. With a successful AAR program, your team will grow in knowledge, focus, and cohesion, and your business will be in a better position to compete.
Enjoy your time as a leader. Every day, embrace the challenges, enjoy the opportunities, and focus on your team and the business’s success.
Photo Description
On 31 Dec during the Battle of Stones River (31 Dec 1862 – 2 Jan 1863), four Union Army brigades were attacked in an area the troops named the “Slaughter Pen.” After the first day’s tragic losses, the Union leaders identified their failures. They reinforced their units, improved their logistics, moved to favorable ground, and synchronized the actions of the infantry and artillery. With these strategic changes, the Union Army, on the third day, won the battle.