Someone asked me how I might respond to a manager who doesn’t see the full value of regular retrospectives. Here’s what I say to that:

The real purpose of a retrospective is manifold. Not only do we want to hear from the team about what worked, what didn’t, what questions they have, or maybe even what surprised them, but we also want to send a message: what you think and how you feel are essential parts of this team. Retros can provide a pressure release valve for the negative impressions that might otherwise develop into real problems. Retros shine light on fears and doubts, which tends to diminish them, because fears and doubts only thrive in the shadows.

Put another way, if you want to see fears and doubts grow, deny they exist. If you want to see emotions boil over, keep them tamped down or contained. If you want to tread water, steer clear of self-reflection, but know that what you don’t know will weigh you down and eventually cause you to sink.