After Action Review as a Business Tool

Lately, I have seen a TON of people talking about using something called an “After Action Review” as a method to improve your business.

For those that aren’t familiar, an After Action Review, or AAR, is a tool the military has been using for decades. In training and in combat, units will take an available pause and look hard at their most recent operations. From tip to tail, planning through the very end of execution, organizations will do deep self-reflection to analyze the smallest details of their performance with the intent to capitalize on the good stuff and to fix the bad stuff.

This happens in every unit in the military with varying degrees of quality, frequency, and effectiveness. At a minimum, the AAR must be conducted in a very honest way and in an atmosphere where there are NO REPERCUSSIONS when a participant speaks truthfully about what happened. The most effective AARs are conducted by an outside organization that has been observing the unit’s performance and guides them through the process, also acting as active note-takers and as moderators to ensure the atmosphere remains open and professional.

The AAR isn’t some new and revolutionary tool. Like I said, it has been used in the military for decades. I know the Army even has a manual on how to conduct one. It isn’t some cool tool reserved for the Special Operations community, as much as I have seen the AAR attributed to Navy SEALs recently. I’ve seen AARs done in transportation units, supply units, construction units, and dozens of combat focused units. While most AARs are conducted internally, the services actually have external organizations that observe during operations then facilitate AARs as a full-time job.

I know. I did it for a year.

While I am a HUGE fan of the After Action Review, I would tell you that as a business tool it may not be the best for many organizations. In fact, it may be outright dangerous.

There are a few very important things about the military that make AARs effective.

AARs have been around a very, very long time. Everyone knows and understands how honest and brutal they can and should be. AARs are commonly referred to as a “wire brushing” because they can take skin off in how harsh the comments can be. In fact, “no thin skins” is part of the culture of the AAR. Leaders at EVERY level are subject to criticism… in public. AARs are part of the military culture and egos get left at the door.

Additionally, no one in the military gets paid more or less based on their performance. Yes, a poor performance (usually a series of them) can have an impact on career progression. But there are no performance bonuses of any kind that can be impacted by a good or bad AAR.

The military understands investigations exist to determine responsibility for incidents and can result in punishment. AARs are NOT investigations. AARs exist to find issues and resolve them to IMPROVE the overall performance of the individuals and the organization. Leaders OWN their faults and failings and those of the organization. AARs are NOT about placing blame. Leaders also give high praise for great performances and take very little public credit when their organization does well.

Good AARs not only find the failings in the organization or the operation, they also determine the best way to fix them. Very good AARs take those fixes and assign them to a specific person or people to ensure they are enacted. Exceptional AARs put those fixes and those people on a timeline. Too many AARs are done for the sake of doing them and checking a block. The best organizations do them with the intent of using the outcomes to better the organization.

Now, take all that and put an AAR in place in a business that has never done one before. With bosses and supervisors and executives that have never been called out in public before. With people that are trying hard to get a bonus and competing against their peers for financial awards.

Do you really think your organization can handle it? Can your organization and your leadership handle the level of examination and honesty required to actually benefit from doing an AAR? Before you reflexively say yes, take a really hard look.

I would caution business owners and senior management to do a very, very good analysis of your organization, your leaders, and your culture before you bring in some former military officer or organization to conduct any type of AAR. There are so many benefits to the process IF everyone is open and honest and willing to improve and learn. Not every organization is like that. I would say most aren’t.

Is your team mature enough and secure enough to say “it’s not personal, it’s just business” and really mean it? Like REALLY mean it.

I would also advise you as a senior leader to sacrifice yourself PUBLICLY to set the tone. And you have to own it. Let someone criticize you, harshly and openly, and be professional about it. You also have to be the number one leader to ensure there are ZERO repercussions after the AAR is complete. If a single leader in your organization becomes vengeful in ANY WAY toward a peer or subordinate after the AAR, you’ll never have an effective one again. Honesty must be protected. Integrity must be upheld. Improvement is the goal, not blame.

What happens in the AAR, stays in the AAR. There can be NO THIN SKINS.

A good AAR can be the biggest ego check in the world. It can crush someone’s spirit. It can also take your organization to much higher levels of performance… or it can destroy your culture if your organization can’t handle it.

So, when you consult with these organizations that offer to use the “same tool used by Navy SEALs to improve performance”, talk to them about what negative impacts can come from the service they offer. How do you prevent that from happening. What kind of follow up services do they provide. Who is their target audience. What do they see as the benefit of the AAR in a risk versus reward scenario.

Again, I am a huge fan of the AAR. I did it for a long time in the Army, including that year where it was my singular job focus. There are tons of benefits that come from good AARs. But they can also do irreparable harm if your organization isn’t ready for it.

So, examine your organization before you use the After Action Review as a Business Tool.