Postmortem is technically defined as an analysis of an event held soon after it occurs. This is a time when leaders who believe in continuous improvement are most excited because if done right, it is the chance to take whatever we attempted and move it to a higher level.
The process is simple. Gather all of the participants and systematically ask what it is we did well and what it is we could have done better. Then repeat the question, encouraging more stream of consciousness answers.
You can push the envelope by adding different twists to the analysis. For example, what is it we did well and how could we improve it if money (or time or manpower or whatever element you choose) were not a consideration?
Problems can arise if those close to the work become defensive when others want to discuss improving what they just accomplished. It helps to deal with this upfront by convincing the team, "This was a great effort," (assuming it was). "You should all be proud of what we attempted. Let's pause and celebrate the moment. But now the best way to improve is to analyze and, where appropriate, attack what we just did in hopes of taking it to a higher level and improving our work. It is not an attack on anyone's work, but rather an incredibly effective process for improvement."
Some will simply not like the idea no matter how much explaining you do, but most will be excited about the possibility to experience continuous improvement. Watch for those who get excited as they represent the future leaders of your organization.
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