Teams That Conduct an Occasional Hot Wash Promote More Candor
Teams That Conduct an Occasional Hot Wash Promote More Candor
Good teams reflect on the positives and negatives of a significant project or assignment after its completion.
By engaging in an After-Action Review, leaders and teams learn what to repeat and what to change in the future. The best teams don’t only focus on what went wrong, but give equal time to what went right — things that are worth replicating or amplifying next time.
On occasion, a team is faced with a project or initiative that was a dismal failure. Immediately upon completion, everyone agrees the project bombed in nearly every regard.
Disappointment and raw emotions often prevent an immediate team gathering to discuss what can be learned. It is better to wait a few days to let feelings settle so team members can discuss matters more rationally.
When discussing projects that were a complete disaster, good leaders consider the use of a “Hot Wash” to discuss issues openly and with the highest candor.
A Hot Wash is an After-Action Review with a special set of rules. If used infrequently and only when necessary, this process can get to the heart of the issues and promote more candor for other team matters in the future.
The ground rules of a HOT WASH are as follows:
Everyone openly agrees that the extreme negative outcome warrants a more candid discussion than is typical for the team.
Before the discussion begins, everyone publicly and explicitly states that they are willing to be extremely frank and will not filter their honest views about what happened and how to fix it.
The team leader insists that there is to be no personal accusation or blame directed during the discussion and that the team is to separate people and actions in their criticisms.
One speaker at a time, everyone gets five minutes to succinctly state what happened, why it happened, and what they would do about it next time to correct it. The leader goes first to set the example and focuses on their own actions as much as possible. After they finish, the team leader uses a whiteboard or other visual to keep a running list of suggested actions offered by the team members.
The team then discusses which suggestions and recommendations they want to commit to for future projects.
The “Hot” in Hot Wash refers to the immediate and direct feedback that occurs in this debrief. The review takes place while the issues are still “hot,” and the disappointment and lessons fresh. By discussing the issues openly and frankly, the team cleanses or “washes” away the dismay of a failed project.
Teams that occasionally engage in a Hot Wash learn that unbridled criticism in small doses can elevate learning and doesn’t have to be threatening or unsavory. The result is a willingness to discuss other team matters with a bit more candidness as the need arises.
Consider deploying a Hot Wash review whenever the team fails miserably. A strong dose of frankness on occasion can be a recipe for more learning and openness later.
My favorite example of this is the culture around fighter pilots when they perform after action reviews.
Within that, I believe the most powerful aspect is rank doesn’t matter in those rooms. General or Captain you are expected to open yourself to the criticism with humility. So much we can learn here in the civilian world.
Great post!
My favourite part of the Hotwash is step 4. That 5-minute summary makes us focused on the essentials only, but what you'd do makes the act even better. Not only are we all forced to take responsibility, but no inaction is allowed going forward. We are all invested in this ship. Once it sinks, we all go down with it. Each person gets their turn and focuses on keeping people and actions separate (step 3).
In my media days, the news editor would convene a "post-mortem" each morning, to dissect yesterday's news coverage and identify gaps in how we covered a matter in relation to how our rivals handled the same story. The approach was more accusatory but there were lessons therein. You learned to be thorough and strive for uniqueness too. Like anything else that process could be improved further by focusing on objectivity.
Ultimately, there is no I in TEAM. Cliches' do work and keep reminding us of what is often just in front of our eyes.