#78 - The Power of Debriefs!
10 Sep 25
Great teams don’t just perform, they learn. One of the most powerful mechanisms leaders can use to sharpen performance is the post-event debrief.
Done well, it transforms every action into insight, every mistake into progress, and every success into a repeatable system. Yet, many leaders skip it, assuming 'we’ll do better next time.'
Without structured reflection, growth is left to chance.
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#78 - The Power of Debriefs!
What?
A debrief is a structured conversation after an event, project, or action, designed to capture lessons, reinforce good practice, and identify areas for improvement. It isn’t a blame session, nor is it a self-congratulatory pat on the back. It’s an honest, focused look at:
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An assessment of how participants think it went,
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What was supposed to happen?
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What actually happened?
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Why was there a difference?
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What can we do better next time?
Whether in military operations, sports, or business projects, this simple framework creates a disciplined feedback loop.
Why?
Why debriefs matter:
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Accelerates learning - Teams don’t just repeat work; they refine it. Each iteration builds on the last.
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Builds accountability without blame - Shifts focus from who is at fault to what can be improved.
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Enhances team trust - Open conversations build psychological safety; people know their input counts.
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Creates a culture of continuous improvement - When debriefs are routine, learning becomes the default.
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Bridges the gap between planning and reality - Plans rarely survive contact with execution; debriefs ensure that gap becomes insight, not waste.
How?
How to do it:
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Make it routine - Debriefs should follow every significant action, not just the ones that went wrong. It's important to identify any good points/what worked, spread the best practice and strive to repeat it.
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Keep it short and structured - 10–15 minutes is often enough. Once you have established what individual perceptions are of how it went, then stick to the four key questions. It's important to assess individuals' own perceptions to assess their ability to accurately self-critique.
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Set the tone as leader - Model humility: admit your own missteps first to set psychological safety.
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Focus on systems, not personalities - Identify process improvements before pointing to individuals.
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Capture and share outcomes - Record lessons, assign actions, and close the loop by applying them.
In Summary
Debriefs are not an afterthought; they are the engine of continuous improvement. By carving out space for structured reflection, leaders turn experience into knowledge and knowledge into better performance.
The question isn’t whether you have time to debrief - it’s whether you can afford not to.
Have a great week!
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