Tip 0 – Invest time well: The key to success lies in the management team perceiving the retrospectives as a good investment of time. Only when they recognize that the meetings promote concrete improvements and contribute to efficient working methods will they be open to further retrospectives. This is the true strength of continuous improvement.

Therefore, keep the retrospectives short and concise. Ask simple open questions that relate directly to day-to-day management. For example: 

• If we don't reach our goal, why is that?
• What is slowing you down the most right now?
• What is stressing you out the most right now?

1. Set clear goals: Start every retrospective with clear goals. Think about what you want to achieve – be it identifying bottlenecks in the workflow or strengthening the team spirit. For example: set yourself the goal of finding concrete measures to improve communication. The agile manifesto reminds us that collaboration is more important than processes and tools.

2. Promote open communication: Create an atmosphere of trust in which team members can speak freely. Example: Ask questions such as "What went well?" and "What can we do better?" Encourage active participation and emphasize that constructive feedback is crucial for progress. 

3. Derive specific action items: Do not make the retro a pure analysis, but derive concrete measures. Example: If communication is the problem, the introduction of regular meetings or the use of collaborative tools could be helpful. The agile manifesto reminds us that reacting is more important than strictly following a plan.

4. Regular follow-ups: The responsibility does not end with the retro. Example: Set regular follow-up dates to review progress and make adjustments. The Scrum Guide emphasizes the iterative nature of agile working – this principle also applies to the management level.

5. Fewer, but good action items: Your goal is not to generate a long list of measures. Concentrate on deriving a single, effective measure. Less is often more. A well-founded and feasible improvement is more valuable than a plethora of ideas that are difficult to implement. Quality over quantity.