The Feedback Loop [OETC Summit - October 2019]

C35e01544a0dd94a2cf1619ee8a42ebb?s=47 Claire Lew
October 11, 2019

The Feedback Loop [OETC Summit - October 2019]

Giving and getting feedback well are some of the most-valued – yet difficult to master – skills for any manager. After years of research across hundreds of companies in 25+ countries, Claire Lew, CEO of Know Your Team, shares the playbook for how the most effective managers give and get feedback within their teams.

Get more of our resources at http://knowyourteam.com/

C35e01544a0dd94a2cf1619ee8a42ebb?s=128

Claire Lew

October 11, 2019
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Transcript

  1. @clairejlew | THE FEEDBACK LOOP How to Get + Give

    Honest Feedback
  2. Hi, I’m Claire Lew. @clairejlew

  3. @clairejlew

  4. None
  5. What’s the hardest part about being a leader?

  6. As CEO, you’re somehow both the total insider and the

    total outsider at the same time. In some ways you’re at the center of the organization. In other contexts, you’re like the last person to know anything. “ ” -PETER THIEL Cofounder + former CEO of PayPal
  7. As CEO, you’re somehow both the total insider and the

    total outsider at the same time. In some ways you’re at the center of the organization. In other contexts, you’re like the last person to know anything. “ ” -PETER THIEL Cofounder + former CEO of PayPal
  8. The hardest part about being a leader is getting honest

    feedback.
  9. …my number one challenge… “ ” -WALT BETTINGER CEO of

    Charles Schwab
  10. If you’re a leader, you can put yourself in a

    cocoon – a good news cocoon… “ ” -NANDAN NILEKANI Cofounder of Infosys
  11. What’s the hardest part about being a leader?

  12. 69% (Harris Poll with 2,000+ adults) of US managers say

    the hardest part of managing is “communicating with employees in general"
  13. 37% (Harris Poll with 2,000+ adults) of managers say they’re

    uncomfortable having to give direct feedback about their employees’ performance
  14. The hardest part about being a leader is giving honest

    feedback.
  15. The hardest part about being a leader…

  16. The Feedback Loop

  17. GET

  18. Honest Actionable

  19. GIVE

  20. Kind Honest

  21. GIVE GET

  22. Today Why this matters How to give difficult feedback well

    Key situations Q&A TODAY
  23. Today Why this matters How to give difficult feedback well

    Key situations Q&A TODAY The cost of not doing this
  24. Today Why this matters How to give difficult feedback well

    Key situations Q&A TODAY The cost of not doing this What gets in the way
  25. Today Why this matters How to give difficult feedback well

    Key situations Q&A TODAY The cost of not doing this What gets in the way How to do it well
  26. None
  27. None
  28. GET

  29. What’s the cost of not doing this?

  30. Blindspots

  31. 3. What are our biggest blindspots as leaders?

  32. Your employees feel stifled. BLINDSPOT #1

  33. Yes, there’s an area outside my current role where I

    feel I could be contributing. 76% (814 employees responded across 135 different companies through Know Your Team.) “ ”
  34. Yes, something is holding me back from me doing my

    best work right now. 58% (1027 employees responded across 144 different companies through Know Your Team.) “ ”
  35. Your employees think your organization is behind the curve. BLINDSPOT

    #2
  36. Yes, I think we’re behind the curve on something in

    particular. 65% (1,267 employees responded across 190 different companies through Know Your Team.) “ ”
  37. Yes, I’ve seen something recently and thought to myself, I

    wish we’d done that. 75% (1,338 employees responded across 209 different companies through Know Your Team.) “ ”
  38. What gets in the way?

  39. Fear

  40. Futility

  41. 1.8X Futility is more powerful than fear as an obstacle

    to feedback. (2010 Harvard Business Review article)
  42. How do we get honest feedback?

  43. Go first. TECHNIQUE #1

  44. Show vulnerability. WHY?

  45. “I could use your advice…”

  46. “I’m struggling with…”

  47. Ask specific questions. TECHNIQUE #2

  48. Vague questions lead to vague answers. WHY?

  49. “What’s one thing…”

  50. If you could be proud of one accomplishment between now

    and next year, what would it be? QUESTION
  51. What’s one decision that you’re hung up on? QUESTION

  52. “In the past two weeks…”

  53. In the past month, what rumors have you heard that

    you think I should know about? QUESTION
  54. In the past quarter, what are your biggest time wasters?

    QUESTION
  55. Ask questions around moments of tension + energy. TECHNIQUE #3

  56. Forces people to get literal + concrete. WHY?

  57. Questions around moments of tension Specific moments of tension…

  58. When have you been frustrated in the past year? What

    can I do to help make things less frustrating for you, or get out of your way? TENSION When have you been frustrated in the past year? What can I do to help make things less frustrating for you?
  59. When have you been frustrated in the past year? What

    can I do to help make things less frustrating for you, or get out of your way? TENSION When have you felt dejected or demoralized this past year? What can I do to better support you?
  60. When have you been frustrated in the past year? What

    can I do to help make things less frustrating for you, or get out of your way? TENSION When have you been disappointed with a decision? Was there an opportunity you think we squandered? How would you have preferred with proceeded?
  61. DO THIS Follow up with a question about what you

    + the organization can do going forward.
  62. Questions around moments of tension Specific moments of energy…

  63. Questions around specific moments of energy ENERGY When have you

    felt excited about what you’ve been working on in the past year? What can I do to provide you with more opportunities so you feel that way?
  64. Questions around specific moments of energy ENERGY When have you

    felt most proud being a part of the organization? What can I do to make sure we do things that continue that feeling?
  65. Questions around specific moments of energy ENERGY When have you

    felt most motivated about the work you’ve been doing? What can we do to create an environment so you feel like that more often?
  66. YOUR TURN Your turn :-)

  67. Pick a person in your organization you work with. (Who’s

    the quietest?) ASKING FOR FEEDBACK
  68. What’s a question you’d ask to… • Show you’re “going

    first”? • Is specific? • Is around moments of tension + energy? ASKING FOR FEEDBACK
  69. YOUR TURN Let’s come together.

  70. ASKING FOR FEEDBACK What’s the ONE question you really want

    to ask her or him?
  71. None
  72. GET

  73. GIVE

  74. What’s the cost of not doing this?

  75. How do you say those things kindly yet honestly? Good

    leadership.
  76. 5X more effective Leaders who give honest feedback are rated

    as (Forbes 2013)
  77. How do you say those things kindly yet honestly? Engaged

    team.
  78. 3X more engaged Leaders who give honest feedback have employees

    who are (Forbes 2013)
  79. What gets in the way?

  80. Uncomfortable + Unnatural

  81. Our brains hold on to negative memories more than positive

    ones. (New York Times 2012)
  82. How do you say those things kindly yet honestly? We

    don’t like giving it…
  83. How do you say those things kindly yet honestly? …but

    our team wants honest feedback.
  84. TEND TO PREFER TEND TO AVOID 4.7 Receive negative feedback

    2.3 Receive positive feedback -2.3 Give negative feedback 0.1 Give positive feedback (Harvard Business Review 2014)
  85. TEND TO PREFER TEND TO AVOID 4.7 Receive negative feedback

    2.3 Receive positive feedback -2.3 Give negative feedback 0.1 Give positive feedback (Harvard Business Review 2014)
  86. TEND TO PREFER TEND TO AVOID 4.7 Receive negative feedback

    2.3 Receive positive feedback -2.3 Give negative feedback 0.1 Give positive feedback (Harvard Business Review 2014)
  87. How do you say those things kindly yet honestly? Our

    team wants honest feedback! REMEMBER!
  88. How do you give difficult feedback well?

  89. Don’t…

  90. DON’T Make a Shit Sandwich.

  91. Why no Shit Sandwich? Predictable Disingenuous Tuning out Predictable. WHY?

  92. Why no Shit Sandwich? Predictable Disingenuous Tuning out Predictable. Disingenuous.

    WHY?
  93. Why no Shit Sandwich? Predictable Disingenuous Tuning out Predictable. Disingenuous.

    People tune out. WHY?
  94. DON’T Blast Publicly call out someone. DON’T

  95. DON’T postpone Let something linger. DON’T

  96. Do…

  97. Come from a place of Care

  98. Make your intention clear upfront DO Make your intentions clear

    upfront.
  99. Good intentions diffuse defensiveness. Good intentions diffuse defensiveness. REMEMBER!

  100. Say: “I’m saying this because ___.” DO

  101. Come from a place of Observation

  102. Focus on observable behaviors Focus on observable behaviors. DO

  103. Focus on observable behaviors Be specific. DO

  104. Say: “When I saw you did ___, it made me

    feel ___ …” DO
  105. Come from a place of Fallibility

  106. Acknowledge it's only your opinion Acknowledge it’s only your opinion.

    DO
  107. Say: “This is just what I observed…” DO

  108. Come from a place of Curiosity

  109. Consider: “How does this person feel about my feedback? Was

    there anything I might have misinterpreted or overlooked? Is there anything that I can be doing better to help support the other Giving feedback is a conversation, not a mandate. REMEMBER!
  110. Say: “What do you think?” DO

  111. In sum…

  112. COME FROM A PLACE OF Care.

  113. COME FROM A PLACE OF Care. Observation.

  114. COME FROM A PLACE OF Care. Observation. Fallibility.

  115. COME FROM A PLACE OF Care. Observation. Fallibility. Curiosity.

  116. Other tips…

  117. Adjust your tone Ask permission. DO

  118. Acknowledge it's only your opinion Set a time to talk.

    DO
  119. Acknowledge it's only your opinion You can never control another

    person’s reaction – you can only control yourself. REMEMBER!
  120. YOUR TURN Your turn :-)

  121. “You’re wrong…” “You messed up…”

  122. Care? Observation? Fallibility? Curiosity?

  123. YOUR TURN Let’s come together.

  124. COME FROM A PLACE OF Care. Observation. Fallibility. Curiosity.

  125. None
  126. GIVE

  127. Care. Observation. Fallibility. Curiosity.

  128. GET

  129. Go first. Specific questions. Tension + Energy.

  130. GIVE GET

  131. This is hard.

  132. “I’ve got a lot of other stuff to do.”

  133. Your organization’s culture starts with you.

  134. One last thing…

  135. Talk is nice, but action is better.

  136. YOUR TURN Your turn :-)

  137. What’s the one thing you’re going to try on Monday?

  138. How can I be more helpful to you? claire@knowyourteam.com

  139. knowyourteam.com/m/code/oetc 10% exclusive to OETC Summit OFF

  140. Thanks, OETC Summit! @clairejlew

  141. You. Questions?