Management Matters: Don’t Forget the Team Review


The last step of a team meeting is not grabbing the list of action item assignments and due dates as you rush out the door to the next meeting. The end of the project the team has worked on is not the implementation of the project, the bow during applause, or the measuring of the ROI. It’s the step that gets the least amount of attention, has the biggest impact on employee development and almost never gets accomplished.

If you really want to develop a high performing team then you will all need to spend some time assessing and articulating the lessons learned. If you don’t know how success (or a less-than-terrific outcome) came about, you won’t have much luck when you try to reproduce it or the members move on to lead their own teams.


  • Goals - Did the teammembers knew what the goal (or goals) was for the team. Did they change over the course of the project? If so, how was that communicated?
  • Roles – Were team members clear about the role they had on the team as well as the role of others?
  • Hope and Reality – What did people expect to happen at the outset of the project and what actually did happen? What accounted for any gaps?
  • Keep – What went well and why? Future teams will want to know what worked. It is also good for team members to have group and individual success’s encouraged and articulated.
  • Toss - What would be done differently and how? Everything that could be improved upon can contribute to a better experience and outcome next time. Everything from pre-team planning, meeting logistics, communication processes, conflict resolution, obtaining resources and support, and potential problem protection can be assessed.

Assessing and evaluating the lessons learned is how continuous learning, development and improvement can be woven into the fabric of your team and your organizational culture.

And adding refreshments can make it feel more like a welcome celebratory task!

Joni Daniels is Principal of Daniels & Associates, a management training and development consulting practice that specializes in developing human resources in the areas of leadership and management training, interpersonal effectiveness and efficiency, skill- building, and organizational development interventions. With over 20 years of experience, she is a sought after resource for Fortune 500 clients, professional organizations, higher education, media outlets and business publications. Joni can be reached at

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