Download to read offline
![Photo by State Farm [link]
Social situations ≈ Physical threats
Threat Response](https://image.slidesharecdn.com/founderleadershipworkshopmar2016yccontentonly-160304004357/75/Founder-Leadership-Workshop-13-2048.jpg)
![Benefits of Self-Disclosure / VulnerabilityHow to Give Effective Feedback
• Focus on specific, observable behavior
When you do [x]…
• Describe the impact of that behavior on you
I feel [y]…
• Ask about the other person’s motives or
intentions
Can you tell me what’s going on for you?](https://image.slidesharecdn.com/founderleadershipworkshopmar2016yccontentonly-160304004357/75/Founder-Leadership-Workshop-16-2048.jpg)
![Benefits of Self-Disclosure / VulnerabilityHow to Give Effective Feedback
When you do [x]…
I feel [y == emotion] that / like
And my story is [z].
Can you tell me what’s going on for you?](https://image.slidesharecdn.com/founderleadershipworkshopmar2016yccontentonly-160304004357/75/Founder-Leadership-Workshop-18-2048.jpg)
![Photo by Ana Karenina [link]
1:1 Feedback](https://image.slidesharecdn.com/founderleadershipworkshopmar2016yccontentonly-160304004357/75/Founder-Leadership-Workshop-19-2048.jpg)
![Benefits of Self-Disclosure / VulnerabilityTips for Constructive Feedback
• Use a soft start
– Emphasize mutual goals & positive intent:
My intention is… / This matters to me because…
When you do [x], I feel [y].
• Be aware of your own stress
• Goal is joint problem solving](https://image.slidesharecdn.com/founderleadershipworkshopmar2016yccontentonly-160304004357/75/Founder-Leadership-Workshop-22-2048.jpg)
![Benefits of Self-Disclosure / VulnerabilityLast Reminder
Stay on your side of the net
When you do [x], I feel [y].
Use the Vocabulary of Emotions.](https://image.slidesharecdn.com/founderleadershipworkshopmar2016yccontentonly-160304004357/75/Founder-Leadership-Workshop-23-2048.jpg)
Uploaded byHannah Knapp
Founder Leadership Workshop
This document discusses effective communication of feedback within organizations. It provides tips for giving and receiving feedback, including focusing on specific observable behaviors, describing the impact on yourself, and asking about the other person's intentions. When giving feedback, people should say "when you do X, I feel Y" and ask the other what is going on for them. Tips for receiving feedback include looking for grains of truth, listening and asking questions, acknowledging feelings, and having a gift mentality of saying thank you. Fostering a feedback-rich culture involves training teams and scheduling dedicated feedback meetings.
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- 5. Feelings & Emotions– Why?? Everyone feels them; we just pretend we don’t. Convey crucial information; absence of emotion leaves out half the story. Emotions indicate importance. Most powerful motivator? They are an early warning system Feelings & Emotions – Why??
- 6. Self-Disclosure Will I beless liked, respected, influential (leader-like)? Is it relevant? Will it further the discussion – the relationship? Will others use this information against me? How will others see/assess/ judge me? “What in my ‘bubble’ should I share?” Self-Disclosure
- 7. “ VULNERABILITY IS THEBIRTHPLACE OF CONNECTION. ” BRENÉ BROWN
- 8. Authentic Leaders “The singlefactor distinguishing top quartile managers from bottom quartile managers was strength of affection.” --“Encouraging the Heart: A Leader’s Guide to Recognizing and Rewarding Others”, Kouzes & Posner Authentic Leaders
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- 11. #1 Factor forHappiness on the Job: Feeling appreciated -- 2014 BCG/The Network survey of 200K employees
- 12. Photo:RobbieGrubbs Can I giveyou some feedback?
- 13. Photo by StateFarm [link] Social situations ≈ Physical threats Threat Response
- 14. So… how dowe communicate feedback while minimizing defensiveness?
- 15. INTENT Needs Motives Stories Reality #2 IMPACT Assumptions Feelings Responses Reality #3 3Realities (The “Net” Model) The Net BEHAVIOR Verbal Non-Verbal Reality #1 Shared
- 16. Benefits of Self-Disclosure/ VulnerabilityHow to Give Effective Feedback • Focus on specific, observable behavior When you do [x]… • Describe the impact of that behavior on you I feel [y]… • Ask about the other person’s motives or intentions Can you tell me what’s going on for you?
- 17. Benefits of Self-Disclosure/ VulnerabilityLet’s try some examples… 1. Joe, you clearly don’t care about this presentation. 2. Joe, I noticed that you are looking at your phone. You are clearly bored with this presentation. 3. Joe, I noticed that you are looking at your phone. I am feeling anxious about what message that might send to others in the room.
- 18. Benefits of Self-Disclosure/ VulnerabilityHow to Give Effective Feedback When you do [x]… I feel [y == emotion] that / like And my story is [z]. Can you tell me what’s going on for you?
- 19. Photo by AnaKarenina [link] 1:1 Feedback
- 20. Benefits of Self-Disclosure/ VulnerabilityTips for Receiving Feedback • Look for “Grains of Truth” – Learning is better than being right – Goal is understanding, not winning • Listen and ask clarifying questions • Acknowledge your feelings • Gift mentality – Say “Thank you!”
- 21. Benefits of Self-Disclosure/ VulnerabilityTips for Complimentary Feedback • Do not praise to buffer criticism – Avoid “The Sandwich” • Do not praise to overcome resistance
- 22. Benefits of Self-Disclosure/ VulnerabilityTips for Constructive Feedback • Use a soft start – Emphasize mutual goals & positive intent: My intention is… / This matters to me because… When you do [x], I feel [y]. • Be aware of your own stress • Goal is joint problem solving
- 23. Benefits of Self-Disclosure/ VulnerabilityLast Reminder Stay on your side of the net When you do [x], I feel [y]. Use the Vocabulary of Emotions.
- 24. Benefits of Self-Disclosure/ VulnerabilitySuggested Topics For Feedback Work Product – Timeliness, quality, quantity, focus area Communication & Management – Too much/little – Choice of format – Email etiquette – Language choices, communication style with others – Transparency of project status, hiring/firing/promotions Role Modeling & Presence – What energy do you feel from this person? – How do they impact others? – What do they model well? – Anything you worry about? – Arrival/departure times – How they speak/listen/act/dress
- 25. Fostering a feedback-richculture • Train your team on giving/receiving feedback • Schedule feedback-focused 1:1s (or begin 1:1s with two-way feedback) – And set expectations of managers/leaders to do the same
- 26. Thanks, good-bye, andstay on your side of the net