What is a ”DEBRIEF”?

And why should every leader start using it now?

One of the best management tools I have experienced in my life and which I teach to others today is the “debrief” – a simple but very effective way of continuous learning. A debrief is a short summary after an action to highlight lessons learned and adjust actions for the future.

Debriefing is most used where work requires teamwork, rapid learning and continuous improvement. In aviation, for example, debriefs for pilots and flight crews are a common part of every flight – after the flight they discuss what went well and what to do better next time. The same is true of rescue workers, the defence forces, the police and medicine, especially emergency medicine and surgery, where a quick debrief is held after every operation or crisis.

Debriefing is also familiar in the world of sports. After a training session or a competition, coaches and athletes analyze in great detail what was successful and what needs to be changed. The same principle applies in business – successful sales and management teams debrief after an important meeting, project or sales call, for example, to ensure a better result next time.

My personal first experience of debriefing comes from the Estonian Defence Forces. I particularly vividly remember two missions in Afghanistan where we used debrief after every activity – after patrols, operations and even being on guard duty. In those situations, my life and the lives of my comrades-in-arms may have depended on the process.

Today, we use the same principles in Combat Ready and teach them to leaders and teams.

What is DEBRIEF and why is it important?

A debrief is a short (usually up to 30 minutes) discussion held immediately after an activity or project. Its purpose is to create an environment where the team learns from what has been done and can do even better next time. Scientific studies confirm that a well-done debrief improves team performance by 20-25%.

Top 5 barriers – and how to overcome them now

While debrief is a simple tool, it does not always maximise its benefits, as people often get stuck in the same barriers. Here are 5 of the most common barriers and a simple action to break each one:

1. Ego and defensiveness

Barrier: people are afraid of criticism and try to defend themselves.

How to break: The driver always starts! Say: “My decision there was not the best one.” If you lead by example, others will have the courage to speak honestly.

2. Lack of focus

Barrier: the debate will be scattered and fail to reach important lessons.

How to break: Use three simple questions: ‘What worked and why?’ What didn’t work and why? What will I do and/or correct in my actions?” Put them in a visible place for everyone to see, it helps keep focus.

3. Hierarchy of fear

Barrier: people are afraid to open up and speak honestly if there is no psychological safety in the team. Because of the hierarchy, there is a fear that honestly expressed thoughts may later be turned against them, especially if the leader does not lead by example.

How to break: The driver must consciously create a safe atmosphere and reassure: “All opinions are equal.” Ask specifically those who would otherwise remain silent: “How did you see it?” This will provide reassurance that everyone’s voice is valuable and will not be “punished” later.

4. Failure to act

Barrier: Thoughts remain thoughts, nothing changes.

How to break: At the end of each debrief, write down 1-2 specific activities and agree immediately: who will do what and when you will review.

5. Lack of regularity

Barrier: debrief seems like a big extra job and is rarely done.

How to break: Keep it short and make it a daily thing – even 5-10 minutes after the meeting. Ongoing small discussions will increase the learning habit.

In my view, it is the conscious use of these small steps that is the biggest key – making debrief a natural part of the working culture, not just an obligatory discussion.

Practical DEBRIEF model (3 easy steps)

1. What worked and why?

Focus on the positive, acknowledge specific actions and people. For example.

2. What didn’t work and why?

Focus on your own actions, take responsibility and avoid blame. When debriefing, it is crucial to be brutally honest with yourself, because only then will you benefit.

How to take responsibility?

Use the 5 steps to take responsibility:

1. Figure out the problem – find the real cause, not just the symptom. Ask: how did you contribute to the problem?
2. Describe the impact on the team and the goal – explain how the mistake affected other people and the team as a whole.
3. Take full responsibility – say clearly, “This is entirely my responsibility.” Don’t soften the message.
4. Find a solution – focus on what you can do. Don’t put it on others.
5. Take action and implement the solution – don’t let it stay a topic of discussion. Action proves your credibility.

3. What do I do and/or correct in my activities?

Write down 1-2 concrete steps that you will change. For example, “From now on, I will always do a check-back before I take action.”

The three golden rules of effective DEBRIEF

• Quick and immediate – Make the debrief immediately after the activity, while the experience is still fresh.
• Honest and constructive – Keep the conversation respectful and focus on what you are doing.
• Concrete and actionable – Agree what you or your team will actually change.

Debrief is a simple but powerful tool that will help you and your team to continuously grow. My advice is: don’t let these five barriers hold back your team’s progress – take small, practical steps and make debrief a daily habit.

If you do this consistently, debrief will become a natural part of your team’s DNA – and then there’s no stopping progress.

Are you ready to try? Make your first small debrief today and feel free to share how it went. I’m ready to help you with next steps and useful tips you might not have thought of at first.

Get after it!

Priit Lilleväli

Combat Ready instructor

Check out our services!