Finding Your Edge in a Culture of Feedback

Finding Your Edge in a Culture of Feedback

Have you ever wished for more feedback from colleagues to help you get better at your job? When’s the last time you offered helpful feedback to someone else? Imagine an entire company fluent in the daily practice of giving and receiving constructive feedback. Would your experience improve? What does a team lose when feedback doesn’t flow?

Feedback conversations can be difficult. But giving and receiving feedback pushes us to the edge of our growth potential, where the biggest payoffs occur. Use these slides to grow your career by learning how to get real.

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Paulette Luftig

February 28, 2017
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Transcript

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    Finding your edge in a culture of feedback Photo by

    Joshua Earle Finding your edge in a culture of feedback by Paulette Luftig slides at bit.ly/forwardjs-feedback-edge-slides
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    1. A culture of feedback - What is it? Why

    is it valuable? 2. Finding your edge in a culture of feedback: What does that mean? 3. Giving and Receiving Feedback Well
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    Organizational Culture A system of shared assumptions, values, and beliefs,

    which influences how people behave and dictates how they dress, act, and perform their jobs.
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    Feedback Skillful communication that is intended to serve a developmental

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

    even provoke one another to grow their capabilities and adapt to challenges through practice.
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    mirrors the XP / agile business environment Develop, Test, Feedback

    Develop, Test, Feedback Develop, Test, Feedback Project / Goal Setup
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    ~ Brene Brown The Power of Vulnerability “Imperfections are not

    inadequacies; 
 they are reminders that we are all in this together.”
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    trigger acceptance surrender adm iration joy connection fearlessness drive passion

    patience avoidance envy jealousy separation fear sadness control longing irritation
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    So if working our edge has the potential to be

    as exhilarating as a fearless base jump, why aren't we all taking the leap and working our growth edge at our companies?
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    “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
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    “In a typical organization…everyone is doing a second job that

    no one is getting paid to do - look good, stay safe, avoid vulnerability.” An Everyone Culture: Becoming a Deliberately Developmental Organization
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    An Everyone Culture: Becoming a Deliberately Developmental Organization 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.
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    Feedback & G row th O pportunity Regular Organization DDO

    Employee Satisfaction Awareness, Transparency, Integrity, Trust, Trustworthiness
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    ACTIONABLE FEEDBACK is about something the recipient has the ability

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

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

    Boss http://www.radicalcandor.com/ Candor and Kim Scott
  25. 50.

    Radical Candor - the Surprising Secret to being a Good

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

    Boss http://www.radicalcandor.com/ Candor and Kim Scott
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    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…
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    Am I aware of my personal values, privileges, and biases?

    The Career Advise You Probably Didn’t Get by Susan Colantuono
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    • check in after the fact • if you’ve offered

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

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

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

    over a fixed mindset • See it as opportunity to grow with help from others
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    • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • See it as opportunity to grow with help from others • Stop playing defense (passively or actively)
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    • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • See it as opportunity to grow with help from others • Stop playing defense (passively or actively) • Be aware of your experience
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    • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • See it as opportunity to grow with help from others • Stop playing defense (passively or actively) • Be aware of your experience • Have compassion for self and others
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    • Relax the unhelpful perfectionist mindset • Choose a growth

    over a fixed mindset • See it as opportunity to grow with help from others • Stop playing defense (passively or actively) • Be aware of your experience • Be empathetic towards self and others • Take what works and leave the rest - all in gratitude
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    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
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    Paulette Luftig Software Engineer paulette@mavenlink.com @pyluftig slides: bit.ly/forwardjs-feedback-edge-slides Mavenlink is

    hiring. If you’re interested in learning more about Mavenlink and its engineering department, check out the link below. mavenlink.com/engineering Give Paulette feedback and practice what you learned at bit.ly/give-edge-feedback Thank you!!!