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Feedback_Talk_for_Hover.pdf

Paulette Luftig
May 03, 2019
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 Feedback_Talk_for_Hover.pdf

Paulette Luftig

May 03, 2019
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Transcript

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

    Joshua Earle by Paulette Luftig slides at http://bit.ly/feedback-edge-slides
  2. Organizational Culture A system of shared assumptions, values, and beliefs,

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

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

    even provoke one another to grow their capabilities and adapt to challenges through practice.
  5. “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
  6. 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
  7. 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
  8. Feedback & Grow th O pportunity Regular Organization DDO Employee

    Satisfaction Awareness, Transparency, Integrity, Trust, Trustworthiness
  9. avoidance envy jealousy separation fear sadness control longing irritation trigger

    acceptance surrender adm iration joy connection fearlessness drive passion patience
  10. mirrors the XP / agile business environment Develop, Test, Feedback

    Develop, Test, Feedback Develop, Test, Feedback Project / Goal Setup feedback loop / impact
  11. 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.
  12. ~ Brene Brown The Power of Vulnerability “Imperfections are not

    inadequacies; 
 they are reminders that we are all in this together.”
  13. ACTIONABLE FEEDBACK is about something the recipient has the ability

    to change explains what the recipient is being asked to do differently
  14. 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’
  15. Radical Candor - the Surprising Secret to being a Good

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

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

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

    Boss http://www.radicalcandor.com/ Candor and Kim Scott
  19. 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…
  20. 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
  21. • check in after the fact • if you’ve offered

    support or made agreements, have integrity - be your word and show up!
  22. 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
  23. Now that we understand how to give feedback, let’s consider

    how to do our best from the other side of the conversation.
  24. ~ Brene Brown The Power of Vulnerability “Healthy striving is

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

    over a fixed mindset • Recognize feedback as an opportunity to grow with support from others
  26. • 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)
  27. • 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
  28. • 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
  29. • 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
  30. 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