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22 FEDA News & Views Contact Salvajor today to learn more. salvajor.com • (800) SALVAJOR Because it just makes sense Saving water and energy while the operator is away from the work area makes sense. That's why Salvajor Scrap Collectors ™ and ScrapMasters® now come standard with Patented Operator Sensing Technology*. (Also available for ARSS and ARSS-LD controlled disposers) ENERGY CENTS WATER CENTS COMMON SENSE * P r o d u c t c o n f i g u r a t i o n s p r o t e c t e d b y U.S. Pat. No. 7,815,134 when used with sensor. continued on page 24 Companies of any size can reap the rewards of a fi ghter pilot's culture of per- formance by driving a culture focused on peak performance and execution, and incorporating constant learning habits. We call this a "culture of learning," and it's a hallmark of carrier aviation. The ideas of learning before doing, learning during and learning after, guide all that we do. Most leaders and managers that I work with know about the benefi ts of having a performance-based culture. What I'm often asked is, "How does my organization achieve this high-performing organization culture?" The "Debrief" is an essential part of our learning-after-doing process. Whether it's scrutinizing a go-to-market plan, a sales plan, a product rollout, or your end-of-the-week wrap-up, quick wins can come from sharing what you know. In the Navy, we debrief immediately following each and every fl ight. Why? Because it is that critical. We must review the details of our performance in order to stay alive and improve—and the details get murkier the longer you wait. There's also the fact that because debriefs occur regularly, we are constantly improving (and at a rate faster than our competition). Who doesn't want that? Even if the team executes a plan well, there's always something that could be done better, more effectively, more effi ciently. And, as we all know, sometimes things go completely off the rails. No matter where you are on that success spectrum, it's vital that everyone debrief after the execution, assessing how the previous phases went and identifying the takeaways. By Carey Lohrenz, the Author of Fearless Leadership A Culture of Excellence Means You Never Stop Learning Another question I'm often asked is, "How much time should be allotted for a debriefi ng?" Keep in mind, taking the time to improve actually gives you time back in the end by reducing execution errors and fi refi ghting. That said, depend- ing on the nature of a project, a debrief can take anywhere from 10 minutes to an hour. The important thing is that you take the time to actually do it because it allows you to identify any shortfalls or gaps in performance sooner than your competition does. And trust me, if your competition is smart, they're already debriefi ng based on their encounter with you. Eliminating the Fear Factor Here are a few questions to help you structure your debrief: What was sup- posed to happen? What actually hap- pened? Why were there differences? What can we learn? How can we incor- porate that lesson into the next execu- tion? The goal is to improve performance but people still avoid the debrief because they shy away from accountability and Debriefi ng Building Your Culture Of Learning