The first is, did we have the right objectives? Are the headlines right? Are we headed in the right direction? Were those our real intentions?
The second question to ask is, did we have the right key results? Did we measure the right things? Did we measure the real essence of value or did we learn what the real essence of value was?
And then the third question is, did we have the right focus, the right objectives with the right key results? We measured the right things, but we didn't focus our time and attention on those things in the quarter. And you want to ask each of those three questions and learn from the answers in each of the three cases.
The retrospective and reset process works best when teams approach the conversation with real intellectual honesty. They use the conversation to think deeply and openly and candidly and clearly about what their best possible really looks like. They use data as a driver of decisions. They don't weaponize the data to prove their point or to throw up their hands or take their toys and go home. They really use data in a very clinical way, in an unemotional way, again, to drive the best possible outcomes.
And everyone approaches that conversation with a growth mindset. It's a journey to our best. We don't arrive. And so each conversation we have, each quarter cycle we have, is an opportunity to consider as a team: how do we move closer to great? And so the growth mindset is a really important ingredient in a great retrospective and even greater results quarter over quarter.