►
From YouTube: How to run a better retro #DemoDays
Description
Stuck in cycle of shipping, shipping and shipping but not getting traction for your work? Worse yet, you take the time to do sprint retros but they just feel like an admin burden. Or worst of all, does your team conclude that what’s not working is “out of your control?”
We cover why retros are so important for teams—and how to run a good one.
0:00 - Start
2:05 - What is a retrospective meeting?
4:29 - Why have retro meetings?
8:42 - How to have a retro
19:26 - Dos and Don'ts
26:53 - Different prompts and formats
33:47 - Tools for retro-ing in a virtual/remote-first world
39:57 - Q&A
https://githubuniverse.com
https://github.co/dev-productivity
A
If
you've
made
it
here
today,
you've
found
demo
days
on
linkedin,
happy
diwali
to
those
who
celebrate
and
happy
thursday
to
everyone
else.
Thanks
for
joining
me
today,
today
we're
going
to
tackle
the
retro
or
retrospective
meeting.
Is
it
just
for
software
development
teams?
How
do
you
get
the
most
out
of
one
and
perhaps
just
as
important?
How
do
you
keep
this
meeting
from
going
off
the.
B
A
B
Thanks
aj
appreciate
that
warm
welcome
and
hello.
Everybody
thanks
for
having
me
back
excited
to
be
here
and
to
talk
to
you
today
about
the
importance
of
the
retrospective
and
feedback
loops
that
you
can
use
on
your
team.
So
let's
go
ahead
and
dive
right
in
for
those
of
you
that
I
haven't
met
before
my
name
is
cameron
stewart,
I'm
a
solutions
engineer
here
at
github,
I'm
relatively
new
to
the
company.
B
I've
been
on
board
for
about
seven
months
now,
but
I've
been
a
long
time
user
and
I
like
to
say
fangirl
of
the
platform
I'm
based
in
denver
colorado
but
previous
to
github
I
wanted
to
mention.
I
came
from
a
software
company
that
really
practiced
agile
software
delivery
practices
to
you
know
the
nth
degree.
B
So
let's
jump
right
into
it,
so
who's
excited
we're
going
to
talk
about
meetings
just
kidding
kind
of
I
promise.
This
is
going
to
be
fun,
but
we
are
going
to
talk
about
the
retrospective,
but
from
henceforth
I
shall
refer
to
it
as
a
retro.
But
what
we're
fundamentally
talking
about
is
a
meeting
it
is,
you
know
a
meeting
that
was
typically
used
by
software
development
teams,
often
times
practicing
agile
processes,
not
always,
but
agile.
Software
development
is
definitely
where
retros
really
hail
from.
B
So
what
we're
going
to
discuss
today
we're
going
to
talk
about
you
know
what
is
why
would
you
want
to
consider
doing
this?
Why
is
this
a
practice
that
you
might
want
to
consider
adopting
on
your
team,
the
benefits
of
retros
for
those
of
you
who
maybe
haven't
been
through
a
retro,
we'll
kind
of
walk
through
what
it
what
the
process
is
and
how
to
kind
of
how
to
retro,
then
we're
gonna
talk
about
different
props
and
formats.
B
So
that's
the
menu,
that's
what
we're
going
to
discuss
and
without
further
ado,
let's
get
into
it.
Okay,
so
talking
about
you
know.
Why
is
this?
What
are
the
benefits?
Why
would
you
want
to
consider
doing
this
on
your
team?
Well,
in
2015,
google
conducted
a
study
to
really
find
out
what
makes
teams
effectives,
effective
and
productive
and
what
they
were
really
looking
for
was
you
know
what
are
the
traits
of
kind
of
certain
individuals?
What
is
that
magic
concoction?
That's
what
you
know,
google!
They
released.
B
You
know
a
report
after
their
study-
and
this
is
they
admitted
to
saying
this-
that
you
know
throughout
their
process.
They
were,
you
know,
confident
that
they
were
gonna,
find
the
perfect
mix
of
individual
traits
to
build
a
really
stellar
team.
They,
you
know,
I
there
was
a
quote
that
I
actually
have
here.
It's
like
take
one
road
scholar,
two
extroverts,
one
engineer
who
rocks
at
angular
and
a
phd
voila
dream
team,
and
you
know
they
thought
that
that
was
gonna.
They
were
gonna.
B
Overall,
you
know
that
fail
fast
and
learn,
and
it's
all
about
feedback
loops
you
want
to
in
order
to
kind
of
foster
that
spirit
of
fail
fast.
You
have
to
not
be
afraid
to
be
vulnerable
and
to
make
mistakes
and
learn
from
them
and
as
humans.
We
know
that
it's
so
hard
to
do
so
hard
to
admit
that
was
a
mistake,
but
one
of
my
favorite
quotes
is
you
know,
a
mistake,
does
not
mean
failure
making
it
over
and
over
again
does
so.
This
is,
you
know,
retros
really
kind
of
encourage.
B
You
don't
be
afraid
of
mistakes.
Let's
talk
about.
You
know
the
things
that
we
learned
in
whatever
we're
retroing
again,
it
could
be
an
event
or
a
sprint
or
a
release.
You
know,
where
are
the
areas
for
improvement?
What
can
we
learn
from
to
move
forward
and
it
really
is
kind
of
taking
just
the
shame
away
from
you
know
things
that
maybe
we
categorize
as
mistakes
or
errors
and
really
reclassifying
them
towards
learnings
and
things
that
you
could
learn
that
you
could
move
towards
improvement
in
the
future.
B
Really
we
want
people
to
be
comfortable
admitting
mistakes
so
that
we
can
learn
from
them
and
so
that
everyone,
you
know,
feels
comfortable
sharing
their
ideas
openly
and
that
then,
ultimately,
what
that
will
feed
and
foster
is
better
innovation
and
decision
making.
Overall,
because
the
fear
of
making
mistakes
is
what
absolutely
crushes
creativity
and
it's
impossible
to
do.
B
Creative
and
risky
things
if
you
can't
be
vulnerable
and
open-
and
you
know
what
was
found
in
that
google
study,
and
I
would
think
that
we've
all
kind
of
come
to
learn
this
collectively
is
that
you
know
great
teams
are
really
ones
that
communicate
with
each
other
they're
ones.
That
consistently
make
small
course
corrections
and
try
different
experi
experiments.
B
So
now,
let's
chat
about
how
to
retro.
So
the
step
number
one
is
that
you
need
to
kind
of
get
all
the
logistics
in
place.
You
need
to
gather
the
folks,
I'm
gonna
kind
of
talk
through
an
in-person
retro
first,
because,
as
I
mentioned,
we'll
talk
through
running
a
retro
and
about
in
a
virtual
environment
in
just
a
bit,
and
so
you
want
to
gather
the
immediate
team
and
the
immediate
team
here
is
something
that
I
think
is
an
important
distinction.
B
You
really
want
to
foster
an
environment
where
people
feel
safe
to
share
both
the
good
things
and
the
bad,
and
so
you
might
want
to
avoid
having
the
crowd
be
too
big.
This
is
really
you
don't
want
to
encourage
people
to
come
that
might
prohibit
that
kind
of
environment
or
climate.
So
you
know,
if
there's
you
know,
high
up
leaders
or
even
stakeholders,
maybe
just
kind
of
a
weekly
team
retro
isn't
the
best
idea
to
invite
those
folks
to
it.
B
Setting
the
mood
is
actually
really
important
with
retro
it's
an
important
distinction
to
kind
of
get
people
in
the
frame
of
mind
that
they're
open
and
ready
to
kind
of
chat
about
some
things
and
to
go.
Maybe
you
know
into
some
topics
that
are
a
little
uncomfortable
and
so
it's
important
to
really
cultivate.
The
mindset
from
you
know
normal
work
mode
into
retro
modes
that
people
are
feeling
in
that
mood
like
I
said,
to
just
share
and
be
open
and
be
vulnerable,
and
so
you
know
oftentimes,
I
well.
B
B
Is
it
for
it
to
be
like
the
last
thing
on
a
friday,
for
instance,
and
so
given
if
it
is
kind
of
in
that
time,
slot,
maybe
there's
an
opportunity
to
bring
in
snacks
or
beverages,
alcoholic
or
non,
depending
on
your
preferences
or
organization
culture,
but
even
putting
like
putting
on
music
as
people
are
kind
of
gathering
coming
into
the
room.
Just
kind
of
setting
a
tone
for
this
is
different,
even
though
yes,
we're
still
at
work
and
working.
B
This
is
kind
of
a
different
space,
so
I
think
it's
important
to
set
the
mood
like
I
said,
you're
gonna
discuss
what
the
prompt
and
the
format
is,
like.
I
said,
there's
all
kinds
of
variations
that
exist
out
there,
so
it's
important
for
people
to
kind
of
understand
the
prompt
and
the
format
like
I
said,
we'll
discuss
a
couple
of
different
ones
later.
On
and
then
set
the
house
rules
and
house
rules,
I'm
gonna
put
up
a
screenshot
here.
B
Ido
has
a
great
list
of
kind
of
brainstorming
house
rules,
but
it's
important
to
kind
of
set
these
and
also
get
people
to
agree
on
them.
This
again
kind
of
is
part
of
cultivating
that
it's
a
different
kind
of
mindset
and
to
get
people
into
just
the
right,
headspace,
and
so
agreeing
that
you
know
there's
no
judgment.
This
is
really
a
safe
space
to
discuss
all
kinds
of
topics
and
to
encourage
kind
of
you
know,
hair,
brained
or
crazy
ideas
to
stay
focused
on
the
topic
to
have.
B
You
know
to
really
limit
and
mitigate
not
having
side
conversations
to
keep
everyone
focused
et
cetera,
et
cetera.
So
these
are
some
really
great
rules
of
brainstorming
feel
free
to
borrow
these
for
your
own
teams,
but
again
it's
important
just
to
kind
of
set
the
stage
we're
here.
This
is
what
we're
trying
to
accomplish
get
people
in
the
mood
from
there.
It's
really
kind
of
you
can
set
up
your
retro
stage
so
to
speak,
and
so
again
this
is
done
is
at
a
white
board.
This
is
a
very
common
retro
prompt.
B
It's
just
happy,
meh
sad
denoted
with
three
emojis
in
the
middle
of
a
whiteboard,
you
kind
of
make.
You
know
the
designated
areas
for
each
and
put
that
up.
You
know
on
a
whiteboard
or
if
you're,
using
kind
of
big
post-it
sticky,
you
know
papers
on
a
wall.
You
can
kind
of
be
creative
with
the
physical
space
that
you
have
available
to
you.
But
fundamentally
you
want
to
create
three
zones
to
capture
the
feedback
that
corresponds
to
those
three
zones
from
there.
B
You
should
typically
do
silent
generation
for
five
to
ten
minutes,
and
so
this
is
usually
leveraged
with.
You
know
a
bunch
of
different
stickies
and
sharpies.
So
it's
you
know
one
sharpie
per
person
and
why
I
really
like
using
sharpies
and
post-it
notes
is
that
it
really
encourages
people
to
be
concise,
because
you
know
you
don't
want
to
give
people
too
much
room
to
necessarily
really
go
to
town
writing
an
essay
on
what
didn't
work.
Well
about
that
last
release.
B
It
really
forces
them
to
be
focused
with
the
topic
or
the
point
that
they're
trying
to
make
so
by
limiting
them
to
use
a
sharpie
and
a
post-it.
It
really
kind
of
like
physically
constrains
how
much
they
can
share,
and
so
it
forces
them
to
be
concise.
Now
you
can
also,
if
you
are
working
on
a
whiteboard
or
something
that
you
can
kind
of
write
on
that
erases
you
could
also
just
have
you
know,
give
people
markers
and
they
can
go
up
and
they
can
write
under
the
various
columns.
B
You
don't
necessarily
have
to
follow
the
sticky
sharpie
model,
it's
just
something
that
I've
seen
done
most
commonly,
and
so
then
after.
Oh
the
other
thing
that
I
wanted
to
just
mention
about
silent
generation,
because
I
had
an
asterisk
with
the
amount
of
time
I
recommended
five
to
ten
minutes.
This
will
vary
greatly
depending
on
the
size
of
your
group.
B
So
if
you're
just
doing
kind
of
your
immediate
team
on
a
weekly
cadence,
five
to
ten
minutes
is
you
know
usually
enough
to
give
people
the
time
to
write
down
what
they
want
to
say.
If
you're
doing
something
like
a
you
know,
okr
review
at
the
end
of
a
quarter
with
a
slightly
bigger
team,
they
might
need
a
little
more
time.
So
you
know
you
want
to
adjust
the
silent
generation.
B
A
great
kind
of
pro
tip
as
a
facilitator
is
to
check
in
with
your
folks,
say:
you
know
how
how's
everyone
doing
are
people
slowing
down
or
we
do
we
need.
You
know
two
more
minutes,
one
more
minute,
et
cetera,
so
you
can
really
just
kind
of
adjust
the
slide
based
on
the
size
of
the
group
after
silent
generation.
Then
you
encourage
people
to
go
up
and
put
their
stickies
where
they
correspond
with
the
corresponding
column,
where
they
belong
and
as
a
facilitator.
B
If
you
will
so
kind
of
walking
around
and
starting
to
read
the
feedback
to
see
if
you
can
pick
up
on
some
of
those
threads
is
a
really
good
move
again
going
back
to
the
the
thought
that
if
it's
a
large
group
sometimes
it
makes
sense
to
actually
physically
group
these
stickies
and
sometimes-
and
this
is
you
know-
I've
seen
it
done
both
ways.
I
don't
know
that
I
have
a
strong
opinion
on
either
way.
Sometimes
you
can
just
make
kind
of
clusters
or
groups
within
a
given
column.
B
You
know
within
the
happy
column,
for
instance,
but
sometimes
you
can
actually
kind
of
make
clusters
or
topics
that
you
know
span
the
three
different
columns.
So,
for
instance,
if
we
were
retro
event
like
a
conference,
for
instance-
and
there
were
all
kinds
of
comments
about
the
food
at
the
conference
and
in
the
plus
column,
maybe
it
was
like
well,
there
were
vegan
options
like
that
was
great
and
the
vegans
were
happy
about
that.
But
maybe
there
were
also
a
bunch
of
like
meh,
not
so
great
or
negative
comments
about.
B
You
know
the
food
was
always
late.
There
were
no
snacks.
The
food
was
cold,
you
could
potentially
put
you
know
a
grouping
to
say:
let's
talk
about
all
things:
food,
even
though
we
have
comments
from
different
columns,
so
there's
two
kind
of
different
approaches
to
grouping
again.
It
really
depends
on
the
amount
of
feedback
that
you're
trying
to
get
through
the
other
way.
B
If
you
are
having
a
large
group
retro
where
there
is
a
lot
to
get
through
and
to
talk
through,
you
can
also
have
people
you
know
when
they
go
up
and
put
their
stickies
on
the
board
if
they
still
have
their
sharpie
in
hand
can
put
like
a
plus
one
on
that
sticky
if
they
felt
that
that
comment
resonated
or
if
they
agree
with
it-
and
so
you
know
stickies
that
have
you
know
multiple
votes
on
it.
Those
are
the
ones
that
maybe
you
want
to
tackle.
B
B
So
from
there
actually,
I'm
jumping
ahead
here
so
from
there
once
you
again
as
a
facilitator,
have
kind
of
gone
and
identify
different
themes.
It's
time
to
discuss-
and
this
is
where
the
meat
of
the
retro
really
gets
into
it.
This
is
where
the
feedback
really
comes
out.
You
want
to
go,
and
you
want
to
take
the
stickies
and
discuss
each
item
one
by
one
and
oftentimes.
You
can
encourage
you
know
because
we're
constraining
them
so
just
to
post
it
to
share
their
thoughts.
B
It's
a
good
idea
to
you
know:
listen
as
people
are
discussing
if
action
items
come
up
to
start
a
parking
lot
of
action
items
and
to
write
those
down
we'll
talk
about
that
in
the
next
section,
the
do's
and
don'ts,
how
important
it
is
to
capture
action
items
and
then
to
act
on
feedback
because
or
act
on
the
items,
because
the
whole
purpose
of
this
feedback
exercise
is
to
take
these
learnings
to
make
slight
adjustments
and
to
you
know,
move
in
the
direction
of
improvement.
So
you
really
want
to.
B
You
know,
find
those
items
that
are
kind
of
surfacing
themselves
from
the
group
discussion
and
capture
them
so
that
you
can
actually
act
on
them
after
the
fact.
So
after
stickers
are
up
on
the
board,
you
discuss.
As
a
group
like,
I
said,
it's
important
to
really
kind
of
go
through
them,
one
by
one,
we'll
talk
about
that,
a
little
bit
more
in
the
do's
and
don'ts
capture.
B
An
ongoing
list
of
running
action
items
as
you
go
also
can
be
helpful
to
take
a
picture
of
the
board
and
the
stickies
or
the
action
items.
That
can
be
a
really
helpful
thing
to
you
know:
take
back
to
your
desk
if
you're
going
to
capture
these
in
another
tool
or
just
to
help,
you
remind
remind
you
of
you-
know
some
of
the
feedback.
That
was
surfaced,
so
you
don't
have
to
go
back
to
your
desk.
B
B
So
let's
talk
about
common
kind
of
pitfalls
or
do's
and
don'ts,
also
known
as
pro
tips
and
pet
peeves.
So
for
the
dues,
I
think
that
rotation
or
yeah
rotating
facilitators
is
really
really
key.
This
is
my
number
one
kind
of
pro
tip
the
one
that
I
love
and
hold
near
and
dear
to
my
heart,
and
I
highly
highly
recommend
it.
Rotating
facilitation
across
everyone
in
the
group
can
be
a
really
really
good
idea.
B
It
gives
them
a
chance
to
speak
up
and
since
they're
running
the
meeting
they
really
have
a
chance
to
kind
of
emphasize
the
things
that
they
think
are
important,
and
you
know
it
also
does
a
great
job
of
just
encouraging.
You
know
visibility
across
the
team
and
giving
everyone
kind
of
this
equal
chance
to
run
the
meeting,
and
it
gives
people
practice
at
facilitation,
so
that,
I
think,
is
a
really
really
great
one
is
to
constantly
you
know:
don't
have
the
same
person
be
running
your
retros.
Every
time
keep
it.
B
The
second
one,
oh,
like
I
said,
encourage
precipitation
from
everyone
on
the
team,
another
idea
and
this
one
I
have
kind
of
mixed
feelings
on.
I
did
kind
of
a
poll
of
a
lot
of
my
colleagues
from
both
github
and
previous
positions,
saying
you
know
like
what
are
some
of
the
best
things
that
you've
seen
working
in
retros,
and
this
was
one
that
came
up
that
I
have
seen
this
work
really
well.
I've
also
seen
it
work,
not
so
well,
but
that
is
to
basically
invite
someone.
B
That's
not
directly
part
of
that
project,
for
instance,
to
be
your
facilitator,
I
think
where
this
is
successful
is
if
that
person
is
a
strong
facilitator,
but
the
quote
that
I
really
loved
from
the
colleague
that
suggested
this
is
you
know
there
was
something
a
lot
about
that
tasty
impartiality.
That
was
really
good
for
the
group,
so
I
thought
that
that
was
a
funny
quip.
That
is
definitely
one
approach,
because
it
does
kind
of
give
a
neutral
outside
objective
opinion,
so
that
can
be
one
suggestion
as
well.
B
I
mentioned
this
earlier.
It's
important
to
talk
about
every
item
and
the
reason
that
I
say
that
is
because
if
it
was
important
enough
for
someone
to
really
put
pen
to
paper
and
to
put
it
on
the
board,
then
it's
important
enough
to
talk
about,
and
so
a
great
retro
was
really
one
where
everyone's
voices
are
heard.
Equally,
don't
forget
that
this
is
fundamentally
a
tool
that
builds
trust
on
your
team,
so
that
people
feel
comfortable
to
be
vulnerable
and
ultimately
be
creative
and
take
risks,
and
it
really
begins
with
building
trust.
B
So
one
way
to
make
people
not
trust
you
is
when
they
don't
feel
like
they're
being
listened
to,
so
it
can
be
frustrating
if
you,
you
know,
write
something
down
on
the
board
and
it
just
doesn't
even
get
acknowledged.
So
it's
important
to
really
acknowledge
every
item
on
the
board,
but
sometimes
grouping
can
help
with
that.
If
you
are,
if
again,
if
things
are,
if
you
have
a
lot
of
feedback
to
get
through,
you
can
sometimes
kind
of
summarize
and
ask
if
there
are
specific
points
that
people
wanted
to
call
out.
B
There's
a
really
great
question
that
just
came
in
through
the
chat
about
putting
names
on
sticky
notes
and
I'm
glad
that
you
asked,
because
I
definitely
should
address
that
these
are
anonymous.
You
really
want
it
to
be
anonymous
feedback
and
in
kind
of
the
group
discussion.
That's
where
you
ask
for
people
to
volunteer
if
they
want
to
contribute
more
information,
but
this
really
is
done
kind
of
in
the
spirit
of
anonymity
and
typically
people
will
say
yep
that
was
mine.
B
You
know
this
is
kind
of
the
background
around
it
and
those
are
really
positive
things
if
you're
getting
you
know
a
bunch
of
kind
of
snarky
remarks
in
the
negative
column
and
people
aren't
willing
to
share
who
wrote
that
that's
an
indication
that
there's
not
a
lot
of
trust
on
your
team,
and
so
you
should
really
start
thinking
about
that
and
addressing
that.
So
you
don't
explicitly
ask
for
people
to
put
their
names
on
the
stickies,
but
you
can
ask
you
know
who
put
this
one
up
there.
B
I
mentioned
this
capturing
action
items
is
super
super
important
because
ultimately
you're
trying
to
move
towards
improvement,
so
you
want
to
capture
the
things
that
you
can
actually
work
on.
That's
an
important
distinction
capture,
the
things
that
are
actually
feasible
to
work
on
and
then
actually
follow
up
on
them.
It's
helpful
after
the
fact
of
a
retro
to
you,
know,
capture
all
the
items
and
then
as
you're,
making
progress.
B
If
something
does
get
done,
you
know
in
next
week
retro,
it's
a
again
real
pro
move
to
be
like
this
is
everything
we
captured
last
week.
These
were
the
action
items
coming
out
of
last
week.
Here's
the
progress
we
made
in
this
last
again
week
or
two
weeks,
whatever
it
is
to
show
people
that
you're
actually
genuine
about
making
progress
towards
the
feedback.
B
So
those
were
the
do's.
Let's
talk
about
the
don'ts,
not
listening.
This
is
one
of
my
biggest
pet
peeves,
as
you
can
see
here,
there's
nothing
worse
than
going
to
a
feedback
session
where
the
person
looking
for
feedback
talks
the
whole
time
and
before
you
know
it.
The
time
is
up
and
you
barely
set
a
thing.
That
is
a
waste
of
everyone's
time.
Sometimes
they
are
just
trying
to
explain.
You
know
why
things
were
done
a
certain
way.
B
Honestly,
it
doesn't
matter
if
you're,
the
one
who
is
asking
for
feedback
or
who
maybe
will
benefit
the
most
from
the
feedback.
You
should
really
try
to
think
about
participating
less
and
what
I
mean.
Obviously,
if
there's
good
healthy
organic
discussion
happening
jump
in
there,
you
don't
want
to
limit
yourself
from
that,
but
listening
is
going
to
be
your
best
and
most
valuable
move
here,
because
again,
this
is
an
open,
safe
space.
B
People
are
sharing,
listen
to
what
they're
sharing
that's,
where
you're
really
going
to
get
the
benefit,
the
most
benefit
out
of
the
whole
meeting,
the
retrospective,
the
other
one,
and
this
you
know
we've
kind
of
already
talked
about
not
following
up
on
action
items.
You
actually
need
to
do
the
things
that
you
say
that
you're
gonna
do,
because
it's
just
so
important
to
team
morale.
B
Nothing
kills
just
team
overall
morale
or
happiness
quite
like
having
just
the
same
old
issues,
come
up
over
and
over
again
and
nothing
being
done
to
fix
it.
So
if
there
are
things
that
are
coming
up,
that
can
result
in
action
items
make
sure
those
aren't
recurring
coming
up
in
a
recurring
manner.
You
want
to
make
sure
that
you're
actually
taking
action
on
those
things.
B
A
question
just
came
in
about
how
has
the
change
from
working
from
home
versus
an
office
setting
for
retros?
I'm
gonna
just
curve
that
question
for
now,
because
we
have
a
section
on
how
to
do
retros
in
a
virtual
setting
and
I'll
talk
about
kind
of
my
experience
in
those
environments.
So
just
bear
with
me
one
few
more
moments
again,
I'm
going
to
use
this
quote
that
I
mentioned
earlier
again.
It's
one
of
my
favorites.
A
mistake
doesn't
mean
failure,
but
making.
B
B
My
some
of
my
select
favorites,
if
you
have
others
that
you've
seen
I
always
looking
for
good
new
retro
props,
so
feel
free
to
throw
them
in
the
chat.
Like
I
said,
I
love
hearing
new
formats
and
retro
prompts
so
the
standard
is
really
like.
I
said
earlier
kind
of
the
happy
sad,
very
easy
to
do
on
a
whiteboard.
It
doesn't
require
a
lot
of
artistic
ability,
just
throw
some
smiley
faces.
You
know
up
on
a
whiteboard
and
really
kind
of
what
you're
asking
here.
Is
you
know
what
what
well?
B
What
you
know
did
you
find
was
a
positive
impact.
You
know
if
you're
kind
of
thinking
about
like
man,
it's
like
what
could
we
have
done
better?
What
should
we
avoid
repeating
and
then
in
kind
of
the
more
negative
column?
It's
you
know,
what
could
we
improve?
Where
could
what
should
we
avoid
doing
again
in
the
future?
This
has
a
couple
of
different
variations.
B
This,
I
think,
generally
happy
me
sad,
has
largely
as
far
as
I've
seen
kind
of
in
the
industries
and
recent
feedback
sessions.
I've
been
a
part
of
has
transitioned
to
kind
of
happy
I'm
wondering
about,
or
I
still
have
remaining
questions
about
and
meh.
Another
good
version
of
this
is
the
good,
the
bad
and
the
ugly
I
saw
recently,
but
those
are
all
kind
of
the
same
variations
of
three
different
smileys.
Generally,
you
know
what
went
well.
What
can
we
improve
on?
What
should
we
avoid
doing
in
the?
B
What
should
we?
What
could
we
avoid
doing
in
the
future?
I
just
got
called
out
that
I'm
missing
my
actions
item
column,
I'm
just
going
to
go
ahead
and
say
that
I
brought
that
up
earlier,
so
it's
not
represented
here,
but
absolutely
on
your
whiteboard.
There
should
be
kind
of
an
action
items
column.
So
thank
you
for
keeping
me
honest
all
right,
so
another
prompt
that
I
really
like
is
start.
Stop
continue,
so
these
are
good
prompts
for
things
that
are
happening
kind
of
on
a
regular
cadence.
B
So
you
know
sprints
events.
I've
actually
seen
this
prompt
used,
also
in
your
one-on-ones
or
in
a
one-on-one
that
I've
found
very
helpful.
It's
a
great
way
for
kind
of
one-on-one
direct
feedback
with
your
manager,
and
you
know
if
you
are
an
ic
or
with
your
ic.
If
you
are
a
manager-
and
you
know
I
please
borrow
this
prompt-
I
think
it's
a
really
great
way
for
kind
of
an
individual
to
con
a
contributor
to
go
to
their
manager
and
say
hey.
B
I
thought
it
would
be
cool
if
we,
you
know,
switch
it
up
and
try
a
new
format
for
this
week's
one-on-one
or
next
week.
Could
we
try
this
format?
It
kind
of
helps
you
make
makes
you
look
good
to
your
boss,
which
we
all
love,
but
this
one,
I
think,
is
really
great
start
stop
continue.
What
do
you
want
that
person
or
that
team,
or
for
the
next
time?
What
should
we
start
doing?
What
is
something
that
you
know
is
not
working
for
us
anymore?
It's
no
longer
serving
us.
B
We
should
remove
this
from
our
processes.
We
should
stop
doing
this
and
what
something
that's
working.
Well,
what
should
we
continue?
Continue
working
on
the
four
l's
is
another
one
that
I
really
really
love,
and
so
this
is
liked
learned,
lacked
and
longed
for,
and
I
find
this
one
to
be
particularly
useful
after
something
like
a
workshop
or
a
training
session
where
the
objective
is
specifically
learning.
B
I
have
used
this
one
a
lot
when
I've
run
kind
of
training
workshops
previously,
and
I
find
it
to
be
just
a
really
really
great
one.
So
it's
pretty,
you
know,
says
it
in
kind
of
the
name.
What
did
you
like?
What
is
something
you
learned?
What
was
lacking
and
also
what
was
something
that
you
were,
maybe
hoping
you
would
see,
but
then
never
ultimately
made
it
to
the
curriculum.
B
So
the
four
l's
is
another
really
great
one,
moving
right
along
plus
and
delta.
This
is
kind
of
a
you
know,
quick
and
dirty
one.
It's
just
a
binary.
Basically,
what
worked?
Well?
What
did
you
like?
What
were
the
pluses,
and
what
would
you
change
to
improve
so
plus
delta
is
another
really
great
kind
of
fast
feedback
prompt
and
then
there
are
some
artistic
varietals
and
I
have
to
say
these
are
very.
B
B
That's
another
variation
that
I
think
works
really
well
very.
Similarly,
you
can
think
of
a
hot
air
balloon.
So
again
what
was
kind
of
the
fuel
that
raised
us
up
the
ballast?
What
was
kind
of
things
that
pulled
us
down
and
with
both
of
these,
you
actually
encourage
people
to
put
the
stickies
in
the
actual
directions
of
you
know
what
lifted
us
up
put
up.
You
know
by
the
balloon
and
in
the
air,
and
what
kind
of
did
you
feel
brought
us
down?
Put
it
with?
B
You
know
the
ballast
or
the
anchor
and
then
one
kind
of
final
one
similar
you
can
think
of
a
rose.
You
know
what
was
really
beautiful
and
smelled
good
and
what
were
kind
of
the
thorny
areas
of
the
sprints.
So
there
is
really
lots
of
room
to
get
creative
with
retro
props.
I
myself
am
not
an
artistic
sort,
if
you
can't
tell
by
my
slides,
so
I
usually
just
stick
with
smiley
faces,
but
these
ones
I
have
seen
are
always
really
impressive
and
I
think
really.
B
B
The
important
point
is
that
it's
important
to
switch
it
up
because
sometimes
different
things
strike
different
creative
chords
within
different
people
and
also,
if
you
are
doing
this
on
a
regular
cadence
kind
of
doing
the
same
old
process
can
just
get
monotonous
and
old,
and
you
can,
you
know,
start
to
just
lose
engagement
from
people.
So
it's
always
kind
of
fun
to
introduce
a
new
retro
prompt
again.
B
Okay,
so
now,
let's
talk
quickly
about
tools
for
work,
retro
wing
in
a
virtual
world.
So
obviously,
as
I
mentioned
everything
to
date,
the
retros
that
I've
been
discussing
have
typically
been
run
in
person,
and
you
know
you're
up
at
a
whiteboard,
whether
you're,
using
stickies
and
sharpies
or
you're,
just
writing
on
the
whiteboard
they're.
Also,
you
know
fun
just
because
it's
in
person
meeting
again,
if
there's
drinks
and
snacks
and
music
flying
it
can
be
a
really
fun
environment.
B
B
The
first
role
that
I
am
adamant
about
is
that
you
must
not
forget
that.
Fundamentally,
this
is
a
team
exercise.
So
if
one
person
is
remote,
everyone
should
be
remote.
Obviously
you
know
with
coven.
Everyone
was
remote,
but
as
people
are
starting
to
some
people
are
returning
to
office.
Some
people
are
making
the
choice
to
stay
remote
as
people
are
starting
to
kind
of
have
hybrid,
just
work
styles
within
a
team.
I
would
implore
you
to
use
this
rule
that
if
one
person
is
remote,
everybody
should
be
remote.
B
Luckily
we're
about
to
talk
about
a
tool
that
makes
remote
retros
really
easy,
so
it
shouldn't
be
a
very
high
barrier
to
entry.
This
also,
I
have
been
in
these
kinds
of
meetings
where
there
have
been.
There
has
been
one
or
two
people
that
are
remote
and
everything.
Everyone
else
is
in
person
and
it
is
a
nightmare
trying
to
like
bring
the
camera
up
to
the
whiteboard,
so
they
can
see
the
stickies.
It
never
works
out.
Well,
it's
not
a
great
experience
for
anyone
involved,
so
this
is
kind
of
the
golden
rule.
B
B
I
just
deployed
it
to
heroku,
so
I
want
to
kind
of
show
it
to
you
in
action
a
little
bit,
but
I
highly
recommend
that
you
use
this
tool
because,
like
I
said
it's
free
and
available
to
you
and
it's
really
handy
a
little
tool,
it's
not
hard
to
get
them
running
at
all,
so
I'm
gonna
switch
screens
great
looks
like
that
works
successfully,
and
here
I
have
just
again
my
running
instance
of
let
me
back
up.
I
didn't
do
a
proper
introduction.
B
This
handy
little
tool
that
I
have
referenced
is
called
post
facto,
it's
created
by
the
lovely
folks
at
pivotal
before
the
vmware
acquisition,
and
it
really
is
just
a
great
tool.
So
I
have
an
instance
of
postfacto
running
what
they
have
done
is
I
have
built
kind
of
three
columns
for
you
they're
following
the
happy
I'm
wondering
about
kind
of
meh
format,
which
is
fine
and
what's
nice
about
this.
Is
you
can
share
this
with
your
team?
B
B
Please
go
in
and
pre-populate
the
board
with
some
of
your
feedback
or
again,
if
it's
just
kind
of
like
a
weekly
retro,
everyone
gets
in
to
the
board
and
can
do
kind
of
you
know
again
five
minutes
of
generation
of
you
know
I
love
retros
and
everyone
can
go
in
and
kind
of,
add
their
comments.
I
pre-populated
a
couple
of
things
on
the
board.
B
Just
for
you
know
demonstration
example
purposes,
but
so
you
can
go
in
and
really
kind
of
have
people
add
to
the
various
columns
which
is
great
and
then,
when
it
comes
time
to
discuss
well
before
we
get
to
the
discussion,
people
can
also
go
in
and
kind
of
upvote
again
other
people's
comments.
If
you
know
they
have
an
opinion,
so
it
can
accrue
hearts.
So
it
again
can
help
you
kind
of
guide
what
gets
discussed
first,
maybe
the
top
number
of
hearts
things
like
that.
B
So
that's
a
handy
little
feature
and
then,
when
it
comes
time
to
actually
discuss
it,
has
this
handy
little
timer
on
it,
because
you
do,
you
know,
want
to
keep
your
retros
moving
along.
You
don't
want
to
get
you
don't
want
to
rat
hole
into
one
topic
too
much,
and
so
this
starts
just
automatically
a
five
minute
timer,
which
I
find
enormously
helpful.
When
you're
done
discussing
that
item,
you
can
say
done
it
kind
of
takes
it
out
of
we've
discussed
it.
Then
you
can
go
on
to
the
next
one
done,
etc.
B
The
other
handy
thing
that
it
has
built
in
to
it
I'm
looking
at
you.
This
is
per
your
comment.
Is
it
has
an
action
items
column
built
in
so
you
know
I'm
lacking
in
creativity
being
put
on
the
spot
here,
but
send
team
memo.
I
don't
know
what
that
necessarily
means,
but
you
can
add
it
to
this
action
item
and
then
it
captures
all
of
these
action
items
here
for
you,
you
can
then
save
this
retro
captures
again
that
list
of
action
items.
So
that's
super
helpful.
B
You
don't
actually
have
to
take
a
picture
of
the
whiteboard
and
that
can
also
again
be
a
handy
way
to
just
capture
it
and
then
you
can
come
back
to
it
and
you
can
actually
check
it
off.
So
you
can
come
back
to
this
retro
and
say
here's
all
the
action
items
that
we
captured.
Here's
how
we're
progressing
on
those
action
items.
So
it's
a
really
handy
tool
kind
of
has
everything
we've
talked
about
so
far
of
the
you
know,
nuts
and
bolts
of
how
to
run
a
successful
retro.
B
It
has
all
that
baked
into
it.
So
I
think
it's
a
great
resource
out
there,
so
I
would
recommend
that
you
use
it
and
I
think
that's
all.
I
wanted
to
show
you
with
post
facto,
so
I'm
gonna
pop
back
over.
That's
all.
I
actually
had
in
terms
of
content,
there's
a
couple
of
questions
that
came
into
the
chat.
So
if
you
have
a
question
or
comment,
this
is
your
time
put
it
in
the
chat.
B
I'm
gonna
look
through
what
hasn't
covered
yet
and
take
some
of
these
live,
but
in
the
event
that
you
need
to
drop
thanks
so
much
for
attending.
I
really
appreciate
you
taking
the
time
to
spend
with
me
today
to
talk
about
retros.
You
should
do
them
on
your
team.
Okay,
looking
at
the
questions
so
how
to
get
everyone
to
at
least
participate.
B
If
it's
anonymous
and
you
don't
know
who's
posting,
that's
a
great
question,
kevin
honestly.
You
you
hope
for
the
best.
You
hope
that
everyone
participates.
You
know,
maybe
you
kind
of
if
you're
concerned
about
it,
you
can
kind
of.
Maybe
not
do
the
silent
generation
yourself
and
see
who
is
participating
when
people
are
writing
on
the
stickies
or
things
like
that.
Obviously,
if
you
use
post
facto,
you
won't
really
be
able
to
keep
track
of
that.
But
again
you
you,
don't
necessarily
need
every
single
person
to
participate
in
a
retro.
B
You
just
want
the
ones
that
have
items
that
are
important
enough
to
them
to
write
down
that
you
make
sure
that
those
issues
are
being
surfaced.
So
if
it's
important
enough,
I
guess
you
just
have
a
little
faith
that
those
folks
will
write
it
down,
and
I
think
maybe,
if
people
don't
have
that
faith
initially
introducing
retros
and
getting
better
at
them,
will
help
give
people
the
faith
that
you
know.
B
Okay,
justin
o'connor
mentions
that
acknowledging
we
are
all
different
and
share
differently,
is
an
acknowledgement
of
our
individuality
and
keeps
the
retro
fresh
as
well
as
improved
stress
totally.
You
know
couldn't
agree
more
with
you
justin.
So,
let's
see
kevin
mentioned
that
feels
like
this
is
an
easy
feat.
When
we
were
in
the
office
going
remote
is
where
we
started
to
notice
less
participation.
B
B
So
I
guess
the
one
thing
I
didn't
mention
is:
typically,
you
run
a
post
facto
on
something
like
zoom
or
whatever
your
video
conferencing
platform
of
choice
is
and
so
another
thing
is,
you
don't
necessarily
need
your
scrum
masters
to
run
the
retro.
One
of
my
recommendations
and
kind
of
something
I
would
encourage
you
to
do
is
to
encourage
the
facilitation
rule
to
rotate
throughout
the
team.
B
B
Retro
action
item
is
mandatory,
should
it
be
for
all
the
sprints,
not
necessarily
I
mean
if
there's
not
a
lot
of
actionable
feedback,
maybe
people
maybe
did
a
really
great
job,
and
people
are
like
wow
that
went
off
without
a
hitch
and
I
couldn't
think
of
anything
better.
We
should
do
differently,
and
you
know,
like
feedback,
is
again
one
of
those
organic
things
that
will
come
up
in
the
discussion.
B
You
want
to
kind
of
ask
some
different
questions
to
get
people
to
discuss
further
on
the
topics
that
are
just
listed
on
the
board
and
encourage
them
to
really
brainstorm.
Is
there
something
that
we
could
do
to
improve
or
to
be
better
at
et
cetera,
et
cetera
and
as
those
things
come
up,
those
naturally
will
reveal
themselves
as
the
the
action
items.
B
Do
you
discuss
look
at
previous
year
reports
and
how
does
your?
How
did
your
team
do
this
according
to
these
and
how
your
team
did?
According
to
those
reports,
not
necessarily
this
is
really
not
something
like
a
progress
report
or
status
check-in.
I
think
it's
really
again
kind
of
a
free-form
forum
for
folks
to
express,
express
organically
and
express
their
opinions.
It's
not
necessarily
like
a
status
check,
and
I
think
that
it's
important
that
those
two
things
be
held
in
distinction.
Now,
if
you
are
retroing,
you
know
a
sprint
and
you're.
B
Looking
at
your
jira
board,
and
it's
like,
we
didn't
accomplish
everything
on
our
jira
board.
That's
that's
a
piece
of
feedback
right.
We
didn't
get
through
everything.
There
were
leftover
items,
something
slipped.
That
is
the
feedback
that
you
fundamentally
want
to
talk
about,
but
I
wouldn't
necessarily
use
the
retro.
As
you
know,
we
only
completed
nine
out
of
ten
items.
I.
A
B
How
would
you
we
get
another
question?
How
would
you
scale
a
retro
of
you
know?
30
plus
people
retro
generate
topics,
divide
topics,
regroup,
so
johan,
that's
a
really
great
question.
You
know
large
retros
can
be
challenging
and
I
don't
know
if
there
is
a.
You
know,
hard
line,
number
that
it's
like
anything
above
30
people,
you
shouldn't
do
it.
I
generally
feel
like
the
smaller
the
group,
the
better,
but
sometimes
I
have
participated
in
large
retros
with
30-plus
people.
B
I
think
one
suggestion
that
I
would
have
if
you're,
using
something
like
post-facto
asking
people
to
kind
of
come
already.
You
know
really
primed
to
talk
about.
The
issue
is
key.
Maybe
seeding
the
board
with
a
couple
of
example,
topics
or
things
that
you're
kind
of
like
I'm
sure
this
is
going
to
come
up
to
kind
of
help.
You
can
either
ask
people
themselves
to
pre-populate
it
or
you,
as
the
facilitator
or
the
leader,
can
pre-populate
the
board
either
way,
but
I
think,
having
maybe
some
again
kind
of
seeds
of
inspiration.
B
If
you
will
is
helpful
and
then
grouping
is
going
to
be
really
helpful,
just
with
the
discussion
and
kind
of
finding
themes
within
all
of
the
feedback,
and
that
really
is
part
of
or
one
aspect
of
being,
a
good
facilitator
is
seeing
all
these
topics
and
kind
of
finding
the
scene
the
conversation
scenes,
if
you
will
of
where
these
things
kind
of,
belong
and
then
to
discuss
them
topic
by
topic.
I
think
that
that
would
be
a
good
strategy
as
well
a
couple
more
here.
B
How,
if
at
all,
do
you
integrate
with
your
tracking
tools,
such
as
jira?
We
just
kind
of
talked
about
this?
Typically,
I
wouldn't
recommend
retros
do
integrate
with
jira,
because
I
think
that
that
should
be
really
a
separate
meeting
and
a
separate
focus,
and
it's
just
a
whole
separate
mind
frame
personally
now,
can
you
take
the
action
items
from
your
retro
and
have
them
exist
in
some?
You
know
logical
place
within
jira
absolutely,
but
I
wouldn't
necessarily
use
the
retro
as
a
jira
review.
B
Okay,
I
think
that
that
is
all
of
the
topics
that
I
see.
So.
Thank
you
all
so
much
for
joining
today.
I
really
again
appreciate
you
taking
the
time
to
discuss
with
me,
and
I
hope
that
you
found
this
information
useful,
and
I
hope
that
you
can
take
some
of
these
tips
and
tricks
to
your
teams
and
don't
be
afraid
of
that
feedback
in
general,
it
in
general
will
help
you
become
a
better
just
more
successful
and
high
performance
team.
So
I
believe
in
you,
you
can
do
it.
A
Nice
cameron
yeah,
that
was
that,
was
an
awesome
session,
and
you
clearly
have
a
lot
of
folks
asking
a
lot
of
questions
like
you
know,
we've
all
been
through
really
bad
retros,
as
well
as
really
good
ones.
Hopefully-
and
you
definitely
skilled
me
up
on
a
whole
bunch
of
aspects
that
I
never
really
even
considered
when
it
comes
to
retros.
A
Just
like
the
fact
of
keeping
variety
in
the
format
of
it
will
actually
keep
the
the
great
feedback
coming
and
and
actually
getting
more
value
out
of
the
meeting
itself
rather
than
turning
into
okay.
It's
just
the
regular
retro
that
we
have
every
week.
It's
just
a
time
suck
on
my
calendar
kind
of
thing.
So.