I’ve been donning the hats of delivery lead, scrum lead, team coach, project manager, program manager, and an all-in-one problem solver, even throwing in some mystical yogi vibes on the side. By my own measure, I’ve been successful in this multifaceted role.
Over the past decade, I’ve been assembling teams, most of which turned out pretty well. However, I’ve also messed up a few beyond my ability to fix, and for that, I’m genuinely sorry. We all learn, but learning at the expense of people’s hopes and dreams isn’t an ideal place to gain experience.
I don’t let any particular “Agile flavour” dictate my approach. Instead, I prefer to think in terms of WORKING LIKE A GROWN-UP – focusing on impact, value, and creating an environment where everyone can just be themselves.
Now, retrospectives. In all my years, I’ve never facilitated one that felt truly worthwhile. They seem to end up as nothing more than some time off, time better spent on actual work. Retrospectives are often boring for most and induce a considerable amount of anxiety in me, probably due to years of unsuccessful attempts.
I find solving problems on the fly much more appealing and, based on my experience, more effective and sustainable than going through the motions of a ceremony. Why wait for a “prescribed session” when we can talk about problems now? The endless prep time for actions that most people are disinterested in feels like a waste of everyone’s time.
I believe in dealing with problems immediately and having quick, deep, and sometimes difficult conversations as and when they’re needed. This approach, I’ve found, is more rewarding than the administrative and emotionally draining alternative. Convincing people diplomatically that there are better ways to do things is energy-consuming, the frustration is real in this space, and many won’t admit it publicly.
Despite reading countless books and articles and undergoing extensive training in retrospectives, I still see them as a waste of time. I’ve never left one feeling like we accomplished something substantial. Instead, I’ve found more impactful opportunities in the day-to-day activities and executed them in real time over days or weeks.
I’m starting to think that, just like estimation, retrospectives should be abandoned in favour of spontaneous, ongoing conversations. No actions, no expectations – just talking about anything and everything. If something useful comes up, let’s explore it and see how we can make an impact.
I realize this perspective might be causing some raised eyebrows, and that’s okay. I’ve considered the possibility that I might just be bad at this aspect of the job, or perhaps I’ve lost the drive to improve. But despite my dislike for retrospectives, I continue to push for valuable changes and impacts, and it seems to be working.
For those seeking guidance on retrospectives, Ester Perel is a master worth exploring.
Mind, on the rocks?! 