Episode 665 - The Debrief That Actually Fixes Things

of time. They turn into finger pointing, vague observations, or a checklist exercise so someone can say we reviewed it, and then what happens. Nothing changes, same mistakes, same gaps, same outcomes. So today I want to walk you through how to conduct crisis after action reviews that actually matter, the kind that improve performance, protect your people, and build credibility as a leader. Because if your review process doesn't lead to change, it's not leadership, it's paperwork. So let's

start with the first mistake leaders make. They wait too long. If you're conducting an after action review two weeks after the incident, you're already behind memory fades, details get distorted, people start rewriting the story in their head to make themselves look better. So you need two reviews. A quick one right after the event while it's still fresh, and a deeper one later when emotions settle and you can think clearly. The first one captures reality, the second one

builds strategy. If you skip the first, you lose truth. If you skip the second, you lose growth. Now let's talk about the biggest problem in most after action reviews. Fear. If your team is afraid to speak honestly, your review is worthless. People will protect themselves, they will downplay mistakes, They will say what sounds good instead of what actually happened, and that kills your ability to learn. So here's your

job as the leader. You set the tone immediately you open the review with something like this, this is not about blame. This is about getting better. We're going to talk about what happened, not who we can pin it on. And then you prove it with your behavior. If someone admits a mistake and you jump on them, you just shut down the entire room. Game over. No more honesty. If someone owns a mistake, you thank them. You protect that moment because that is where growth lives. Now let's

get tactical. A real after action review answers four questions. What did we expect to happen, What actually happened? Why was there a gap? What are we going to do differently next time? That's it. No corporate buzzwords, no over complicated framework. Those four questions will expose everything you need to know. But here's where most leaders drop the ball. They stop at discussion. Talking is easy, change is hard. If your review ends with good conversation, everyone you failed.

Every after action review must end with action items specific, assigned, measurable, not we need better communication. That's garbage. Instead, shift officers will implement a verb hand off checklist starting tomorrow at zero seven hundred. Now we have something real. Now we can hold people accountable, and that brings us to the next critical piece, ownership. Every action item needs a name next to it. If it belongs to everyone, it belongs

to no one. You assign it, you follow up on it, and you track it because if you don't, your team will learn something dangerous. They will learn that nothing actually changes after a crisis, and once that belief sets in, you lose momentum. Now let's talk about something leaders don't like to hear. You go first. If you are leading the review, you need to identify something you could have done better. Even if you performed well, even if the

incident went smoothly, you still go first. Why Because it signals to your team that no one is above In PROOFD movement, it removes the pressure, It creates psychological safety without using that term, and it sets the standard. Leaders who refuse to critique themselves create teams that hide mistakes. Leaders who own their gaps create teams that fix them. Now here's another mistake. Trying to fix everything. You don't need twenty action items. You just need a few that matter.

Pick the ones that would have changed the outcome, the one that reduce risk, the one that makes the biggest impact. If everything is a priority, nothing is focus wins here. Now let's talk about documentation. This is where a lot of leaders either overdo it or ignore it completely. You don't need a thirty page report that no one reads, but you do need a clear record of what was

learned in what will change? Keep it simple, bullet points, action items, responsible parties, timeline, and then here's the part that separates average leaders from great ones. You revisit it a week later, a month later, you asked, did we actually do what we said we were going to do? Because Accountability doesn't happen in the meeting. It happens after the meeting, and this is where your credibility is built or destroyed. If your team sees change being implemented, they

buy in. If they see nothing happen, they disengage. And once they disengage, your next crisis becomes harder to manage because now you're leading people who don't believe the system works. Let me give you one more angle here. After action reviews are not only about fixing problems. They are also about capturing what went right, what worked, what decisions helped, What actions should we repeat? Because success leaves clues, and if you don't identify them, you leave performance on the table.

Great leaders build playbooks from both failure and success, not one or the other, both. So now let's bring this home. Every crisis is expensive in time, energy, money, and sometimes reputation. The only way to get a return on that cost is to learn from it. That's what an after action review is. It's your opportunity to turn chaos into clarity, to turn mistakes into systems, to turn one bad day into long term improvement. If you skip it, you waste the crisis. If you rush it, you miss the lesson.

If you do it right, you get stronger every single time. And that's what leadership is about, not avoiding problems, getting better because of them. So the next time your team comes out of a tough situation, don't rush back to normal. Pause, gather your people, ask the right questions, assign real actions, and then follow through. Because the leaders who win long term are not the ones who never face problems. They

are the ones who learn faster than everyone else. This has been the seven minute Leadership Podcast and I thank you for listening. For more, Paul Fell of Alito Podcasts, visit paulfellowalito dot com