Key Manager Responsibilities: Debrief on Team Retrospective Results
Key Manager Responsibilities
This article is part of our Key Manager Responsibilities guide. We have broken the responsibilities down into shorter articles.
- Debrief on Team Retrospective Results
- Review survey results and analyze data
- Review organizational growth items
- Participate as a Member of the Growth Leadership Team
- Growth Planning
- Attend the Growth Strategy Workshop
- Analyze multi-team data and look for patterns and trends
- Create a plan for removing organizational impediments
- Conduct Leadership Checkpoints
- Demonstrate Progress on Removing Organizational Impediments
Debrief on Team Retrospective Results
After the teams that you manage have completed their TeamHealth Retrospectives, meet with the AgilityHealth Facilitator or the ScrumMaster to debrief on the results and learn where the team can use your help to remove impediments.
The team retrospective gives the team an opportunity to have open, honest conversation to dig deeper into how they can work together and improve as a team. Take care to honor the confidence in which those conversations took place and never use AgilityHealth to reward or punish individuals or teams!
Analyze Survey Results
During the Manager Debrief with the Facilitator or ScrumMaster, be sure to review the radar to see the overall maturity level of the team. The Facilitator or ScrumMaster can help you with how to read the radar, or review How do I Analyze Team Radar Results.
As you review the radar, look for factors outside the team’s control that may be impacting their health and performance. For example, if the team has some challenges around Team Structure with Allocation and Stability, it could be that team members are being pulled to special projects, assigned to multiple teams or being moved from team to team, which impacts the team’s performance in areas such as predictable delivery. These are the types of issues that leaders will likely need to address.
To learn more about the questions that are asked and what the score represents in terms of maturity, click on the competency on the radar to view the details. If the Growth Portal is enabled for your organization, you can click on the Growth Portal button on the Competency Profile to access more information and resources about each competency.
The Leadership dimension includes several competencies under Management, including Leadership, Developing People and Process Improvement. This is an opportunity to receive valuable feedback from the team on what they need from their managers and what is working well. Each individual answers the survey questions in this section by thinking of the manager they report to. When team members do not all report to the same manager, the radar results provide meaningful information about how management, as a whole, is supporting the team.
The Analytics Section reflects the results from the radar and is a quick way to see where the team feels the strongest, where their greatest opportunities are, and their level of agreement (consensus) on how they are doing across the competencies.
During the survey, team members are asked to list the team’s top strengths, growth opportunities and any significant impediments. Typically, these comments are part of the internal team discussion that happens during the retrospective, but the team may choose to share them with managers as part of the debrief. (Note that any comments in red come from stakeholders.)
Finally, review the quantitative metrics, if available, to see how the hard delivery metrics align with how the team feels that they are doing. These are available if your company has chosen to integrate Rally, JIRA, HP or VersionOne with AgilityHealth, or if the metrics have been entered manually by the ScrumMaster or AgilityHealth Facilitator.
Review Organizational Growth Items
During the retrospective, the team identifies the issues they want to focus on for the upcoming quarter. It is recommended that the team prioritize 1-3 items in the areas that they believe will have the greatest impact on their health and performance. This is the team’s Growth Plan.
Issues that can be addressed within the team are labeled as Individual or Team Growth Items. The team will prioritize and work on these items on their own. Any issues that need to be addressed by leaders outside of the team are labeled as Organizational Growth Items. The team needs your help to resolve or escalate these items. You can pull these into a Multi-Team Growth Plan to be worked on over the next quarter.
Review the Organizational Growth Items and make sure that you understand what the team is asking for and what they see as the acceptance criteria. Like any “user story,” this is an opportunity to have a conversation and develop common understanding. Build trust with the team by being open to hearing and understanding their challenges, from their perspective.
There may be some impediments that you can own and resolve immediately to support the teams. You will also be forming (or may already be a part of) a Growth Leadership Team with other leaders who support a group of teams, such as a program, line of business or Agile Release Train. As part of this team, you will work together to address the common and highest priority issues across the teams and escalate any issues that you can’t resolve to the Enterprise Growth Team. Learn about Creating and Managing Multi-Team Growth Plans.