Feedback_Talk_for_Hover.pdf

8efa4f37b4b958d2e17de50fc88aa21f?s=47 Paulette Luftig
May 03, 2019
6

 Feedback_Talk_for_Hover.pdf

8efa4f37b4b958d2e17de50fc88aa21f?s=128

Paulette Luftig

May 03, 2019
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Transcript

  1. Feedback Culture journey into the mirror

  2. FEEDBACK CULTURE What’s a mirror got to do with it?

  3. Finding your edge in a culture of feedback Photo by

    Joshua Earle by Paulette Luftig slides at http://bit.ly/feedback-edge-slides
  4. awareness awakening fear surprise courage truth authenticity striving self-image acceptance

    bravery barriers stigma stereotype
  5. FEEDBACK CULTURE What is it?

  6. FEEDBACK CULTURE Why is it valuable?

  7. FEEDBACK CULTURE How is it done?

  8. Organizational Culture A system of shared assumptions, values, and beliefs,

    that influence how people behave, dictating how they dress, act, and perform their jobs.
  9. Feedback Skillful communication intended to serve a developmental purpose for

    the individual, team or organization in question.
  10. Culture of Feedback A culture in which people witness, support,

    even provoke one another to grow their capabilities and adapt to challenges through practice.
  11. Deeper Intent Strategic Choices Consistent Action

  12. Why should we care?

  13. None
  14. The challenge?

  15. Most organizational cultures don’t feel safe enough to explore our

    developmental edges.
  16. “In a typical organization…individuals hide parts of themselves, avoid conflict,

    unwittingly sabotage change efforts, and subtly enforce a separation between the ‘me at work’ and the ‘real me’.” An Everyone Culture: Becoming a Deliberately Developmental Organization
  17. An Everyone Culture: Becoming a Deliberately Developmental Organization Strives to

    support employees to close the gap between who they are at work and who they really are. Views weakness as a potential asset; error as an opportunity. Deliberately Developmental Organization
  18. People feel like they belong - to themselves within a

    caring organizational community of support that celebrates achievement measured by the goals and intent of the individual, not just the org structure, and where empathy for everyone’s struggle is the norm
  19. Feedback & Grow th O pportunity Regular Organization DDO Employee

    Satisfaction Awareness, Transparency, Integrity, Trust, Trustworthiness
  20. Healthy feedback culture arises from and promotes growth mindset.

  21. None
  22. avoidance envy jealousy separation fear sadness control longing irritation

  23. trigger avoidance envy jealousy separation fear sadness control longing irritation

  24. http://www.gratisography.com/

  25. avoidance envy jealousy separation fear sadness control longing irritation trigger

  26. avoidance envy jealousy separation fear sadness control longing irritation trigger

    acceptance surrender adm iration joy connection fearlessness drive passion patience
  27. –Falcor from The NeverEnding Story “Never give up and good

    luck will find you.”
  28. mirrors the XP / agile business environment Develop, Test, Feedback

    Develop, Test, Feedback Develop, Test, Feedback Project / Goal Setup feedback loop / impact
  29. Opportunist Diplomat Expert Achiever Individualist Strategist Alchemist Not open to

    feedback. Just can’t even hear it. Not open to feedback. It is received as criticism or ‘disapproval’. Open to feedback from experts in the field of primary interest. Pragmatic. Open to feedback if it helps achieve personal goals. Welcomes feedback as necessary for self-knowledge and to uncover hidden aspects of behavior. Invites feedback for self-actualization. Increased levels of complexity, awareness, and perspective is available. Developmental Foundations Views feedback as a natural part of living systems. High levels of complexity, awareness, and perspective is available. Can lead to complete re-writing of the system.
  30. None
  31. MATTERS EVERY ONE

  32. None
  33. What does all this really mean in practice? That depends…

  34. courage / desire / growth mindset

  35. None
  36. ~ Brene Brown The Power of Vulnerability “Imperfections are not

    inadequacies; 
 they are reminders that we are all in this together.”
  37. Growth is gonna hurt, at least a little.

  38. None
  39. None
  40. ~ Giving Feedback Well ~

  41. ASK Specific Actionable Kind

  42. ACTIONABLE FEEDBACK is about something the recipient has the ability

    to change explains what the recipient is being asked to do differently
  43. SPECIFIC FEEDBACK focuses on impact - the action, not the

    person states what happened that was done well or not well avoids absolutes like ‘always’ and ‘never’
  44. KIND FEEDBACK discreet when appropriate positively intended timely empathetic unassuming

  45. …there is one caveat about kindness in relation to feedback…

  46. kindness is a terrible reason not to give important feedback

  47. Radical Candor - the Surprising Secret to being a Good

    Boss http://www.radicalcandor.com/ Candor and Kim Scott
  48. Radical Candor - the Surprising Secret to being a Good

    Boss http://www.radicalcandor.com/ Candor and Kim Scott
  49. Radical Candor - the Surprising Secret to being a Good

    Boss http://www.radicalcandor.com/ Candor and Kim Scott
  50. “If you can't offer radical candor, the second best thing

    you can do is be an asshole.”
  51. Radical Candor - the Surprising Secret to being a Good

    Boss http://www.radicalcandor.com/ Candor and Kim Scott
  52. Giving feedback that is Actionable Specific and Kind is a

    great start to giving awesome feedback, but it isn’t enough to ensure you won’t do this…
  53. None
  54. great feedback starts with you YOU

  55. How emotionally grounded am I? How emotionally grounded is s/he?

  56. What do I value? Can I name my privilege? Am

    I working on becoming aware of my unconscious biases? How do I know I’m not acting on them? The Career Advise You Probably Didn’t Get ~ Susan Colantuono
  57. Am I in a position of power and can I

    use it wisely?
  58. Am I willing to have a conversation?

  59. Brene Brown on Empathy Can I respond with empathy (not

    sympathy)?
  60. • check in after the fact • if you’ve offered

    support or made agreements, have integrity - be your word and show up!
  61. Giving feedback should never include… venting frustrations blaming / making

    others responsible for our emotional experience advice giving shaming a power trip to control or manipulate passive aggression
  62. Now that we understand how to give feedback, let’s consider

    how to do our best from the other side of the conversation.
  63. • Relax any unhelpful perfectionist mindset

  64. ~ Brene Brown The Power of Vulnerability “Healthy striving is

    self-focused: ‘How can I improve?’ Perfectionism is other-focused: ‘What will they think?’
  65. • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset
  66. • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • Recognize feedback as an opportunity to grow with support from others
  67. Together we come up with more solutions and better solutions

    to any challenge!
  68. • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • Recognize feedback as an opportunity to grow with support from others • Stop playing defense (passively or actively)
  69. None
  70. • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • Recognize feedback as an opportunity to grow with support from others • Stop playing defense (passively or actively) • Ground yourself in self-awareness
  71. • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • Recognize feedback as an opportunity to grow with support from others • Stop playing defense (passively or actively) • Ground yourself in self-awareness • Be kind to yourself and to others through any process of feedback
  72. None
  73. • Relax any unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • Recognize feedback as an opportunity to grow with support from others • Stop playing defense (passively or actively) • Ground yourself in self-awareness • Be kind to yourself and to others through any process of feedback • Practice gratitude
  74. None
  75. Questions?

  76. Nonviolent Communication ~ Marshal Rosenburg Difficult Conversations - How to

    Discuss What Matters Most ~ Douglas Stone, Bruce Patten, Sheila Heen Integral Coaching Canada’s Coaching Manual Five Stars Coaching Manual T.E.D (The Empowerment Dynamic) Giving Effective Feedback (HBR 20-Minute Manager Series) An Everyone Culture: Becoming a Deliberately Developmental Organization ~ Robert Kegan, Lisa Laskow Lahey et al. Great Resources on Feedback