Should the Team Manager Attend the Retro Meeting?

The question of whether a manager should attend a retro often sparks debate. The presence of a manager can influence team dynamics in various ways, both positively and negatively. In this article, we’ll explore the reasons for and against managerial attendance in retrospectives, and highlight ways to address root causes rather than symptoms.

Personal Story About Manager’s Attendance of a Retro

Recently, I was assisting some R&D executives at a software company to navigate a conflict that arose after a cross-functional team retrospective. The situation involved two managers and several team members from one team, while only a single individual contributor represented the other team. This person felt outnumbered and unsupported because their manager was absent.

Consequently, a request was made to ensure that managers from both teams attend future cross-functional retrospective meetings, so no one feels isolated or under-represented.

However, I quickly pointed out that this solution was merely a band-aid approach to what might be a deeper issue.

Wrong Reason for a Manager to Attend a Retrospective

Take the example from the story above. If we suggest bringing in managers from both teams to a cross-functional retrospective merely to ensure no one feels outnumbered or unsupported, we are addressing a symptom, not the root cause. This indicates a deeper, cultural issue within the team.

A healthy retrospective should never:

• Blame
• Point fingers
• Attack

Instead, a productive retro should:

• Seek to understand
• Focus on what can be learned and improved
• Aim to avoid repeating mistakes

In a transparent and collaborative culture, team members shouldn’t feel the need for their manager’s presence to feel comfortable interacting with another team. Respect and a “one team” mentality should permeate the entire organization. Until leaders promote and maintain such a culture, band-aid solutions will persist, leaving underlying issues unresolved. This erodes trust, diminishes collaboration, and ultimately decreases productivity and morale.

Encouraging managers to attend retrospectives just to balance the numbers misses the point. The goal is to create an environment where everyone feels valued and heard, irrespective of managerial presence. This foundational cultural shift will lead to more effective and meaningful retrospectives and a collaborative atmosphere.

Wrong Reason for a Manager NOT to Attend a Retrospective

One of the most common arguments made, as to why managers should not attend a retro, is “psychological safety” or “inhibited communication”. The idea is that the presence of a manager can create power differentials, leading to self-censorship and reduced openness among team members. Team members might feel less comfortable sharing honest feedback or discussing problems openly if a manager is present. This can undermine the purpose of the retrospective, which is to promote honest and transparent discussions about improvement.

However, this perspective is also a band-aid solution rather than addressing the real problem. If team members feel they cannot speak openly in their manager’s presence, the issue lies with the team’s culture and leadership, not with the retrospective process itself.

A manager is an integral part of the team, responsible not only for HR and career aspects but also for team dynamics, culture, productivity, and ultimately the outcomes they achieve. Excluding the head of the team from one of the most critical conversations undermines the collaborative spirit necessary for growth and improvement.

Imagine if a professional sports team held a post-game discussion and excluded the coach because the players felt uncomfortable speaking their minds. It would be counterproductive and absurd. The coach’s role is to guide, support, and facilitate improvement, just as a manager’s role is within a team.

Of course, not all managers are created equal and there are those who would truly make people uncomfortable speaking their mind. However, when that is the case the team should seek the help of their leadership in order to address the root cause, rather than the symptom.