Lately, I have been using AI a lot more than in the months before. I've had a few conversations with colleagues that have inspired me.

How does this look in concrete terms, what have I done differently in the last few days?

First of all, I used the AI-based chatbot on Coursera to review and better understand my learning material.

I learned from a colleague that you can also have a conversation with AI tools. I did this during a walk to better understand a specific product in terms of technology, user flows, market participants, market size and so on. I had this conversation with Perplexity.

I also prepared customer meetings with AI, mainly because I had little time for this. I will automate this preparation even more with no-code tools so that colleagues can benefit from it. But that will take some time.

My conclusion: the more I think about my personal use cases, the more I realize how AI can help me. Am I always satisfied with the results? No, sometimes the results are too generic and I'm also not sure if everything is “true”. But more and more I see how AI improves my productivity and also my knowledge.

By the way, I didn't have this article written by an AI, but I used AI to translate and improve it.

Our HR process leads to annual formalized feedback meetings with line managers. Now it was time again. It's good that something like this is formalized, even if I sometimes find the framework too rigid. It's about evaluating my performance and commitment, making my tasks and goals transparent, discussing my development and implementing measures. So far so good.

My need is not so much to receive positive feedback, although I really appreciate it and it does me good, but to find ways together to develop myself further. For me, development means getting better, growing, acquiring new skills and abilities, leaving my comfort zone. I'm not interested in changes to the organization chart at the moment, nor am I interested in company cars. A salary increase is of course always welcome :-)

My boss and I talk to each other openly, honestly and as equals, which is how I like it. Nevertheless, I always have the feeling that there should be more, but I can't express it so concretely. I would like to reflect here so that I can formulate requirements for better quality feedback.

Positive feedback, as it is called, must go far beyond compliments. It must make transparent the extent to which it has benefited the team, the company. This is not always easy. One example: good networking. What does it achieve? What value does it have for whom? Does it make the team stronger? How much time should I invest, how can I make it even more effective? That's not so easy to answer.

I have a certain routine for my tasks and goals and a set of methods to implement them. Over the years, I have expanded my repertoire, sometimes systematically, but mostly unsystematically or by learning by doing, which is not always systematic. And I have also learned that not every task, every goal, every project creates value for “eternity”. Nevertheless, I enjoy my work.

In terms of my performance, it is important for me to have the feeling that I am creating value for the team and the company. I really enjoy that. But I can't really articulate what my value is, even though I do see my output as performance. Unfortunately, I didn't ask about the value contribution. That's a shame. However, I have found that both individuals and teams rarely ask or even answer this question. That's a shame too. And not easy.

As far as my development is concerned, measures or suggestions are actually always decided on that I can really agree with. I have to take the initiative for most of them, but that's fine, then I can adapt them better to my needs. Nevertheless, I always have the feeling that my full potential is not being exploited and developed here. Without being able to say exactly what that potential is. It doesn't make it any easier to work in an industry that changes at a rapid pace and can't always be planned.

Why am I so focused on permanent personal development/improvement? I am definitely influenced by the idea or theory of the growth mindset and value it highly. It has allowed me to focus less on complaining or forever looking to the supposedly “golden” past and more on making my own future the best it can be and ultimately becoming happier as a result. Sometimes that works.

So what can you do better? I have already asked myself a few questions. But I think HR can also improve its approach to the annual formalized feedback meeting. And line managers should acquire more feedback skills, for their own benefit, for the benefit of their team and for the benefit of the company.

I have now conducted three retrospectives with the same team on the same topic. I was very touched that the team wanted me back as a moderator after my very first retrospective, even though I am not an expert.

How did I come to moderate retrospectives? Well, I have always been of the opinion that organizations like to repeat mistakes. They don't like to analyze mistakes and turn the conclusions into institutional knowledge. So I took part in a wonderful adult education course, wonderful because Carina Holzmann was able to convey this didactically and experientially in a masterful way. It was the best learning experience per euro I have ever had.

When I think back on the three retrospectives, they were all different. Together with the team leader, I defined the goal of the retrospective each time: to analyze the latest product development and identify measures that contributed to success.

The first retrospective was a challenge. The team was neither familiar with the methodology nor with me and expected clear measures. However, concrete measures only emerged after the retrospective through discussions with two participants. During the retrospective, it was not easy to let the different perspectives have their say without losing sight of the structure and objectives of the retrospective.

Nevertheless, I was invited back a second time. Something must have gone well.

The team knew me and was more open to the methodology. The team itself had grown together better through the time spent together on the project. The measures developed had become much more concrete and feasible, and it was also much easier to get the team on board. Despite the concrete measures, the optimism that the product would be launched on time was restrained.

At the third retrospective, I had less time and was not satisfied with my methodological choice. But the team members were very respectful of each other and the long period of working together was a defining factor here. Everyone involved quickly agreed on the measures, so I was able to cancel part of the process without jeopardizing the result. Although I didn't feel optimally prepared, the team's feedback was positive, both in terms of the methodology and the measures. The optimism about achieving the (new) launch target was much greater.

I am convinced that retrospectives are an effective method for moving teams forward and developing solutions independently. The positive response from the team and the desire for further retrospectives show that it is an effective method.

I was happy just to be thrown into a retrospective. It helped me to quickly gain practical experience despite my self-doubt, which helped me to recognize what works and how after a self-reflection. However, I also realized that a retrospective works best when it is requested by the project management or the team. But here too, the team learned through practical experience with the retrospective.

Now I just need to find a course that answers the question: “How do I convince my own team of the usefulness of retrospectives? This is still a challenge.