10. 10
Will I hurting your feelings?
Am I being judgmental?
Am I a hypocrite?
Lesson #3: Make it easy for others to tell the truth
https://www.radicalcandor.com/
Kim Scott
11. 11
Will I hurting your feelings?
Am I being judgmental?
Am I a hypocrite?
Lesson #3: Make it easy for others to tell the truth
Anonymous Transparent Meaningful
13. REAL TIME CANDID
FEEDBACK
CONTRIBUTION
EVALS
EVERY DAY/WEEK: DEVELOPMENT 2X/YEAR: ONLY RESULTS
Efficient 360 contribution evaluations
built to get at the “truth”
Lesson #4: Separate Out Developmental and Evaluative Feedback
14. Lesson #5:
Normalise to a 2
Pros
• Focus is on adding value (mission matters)
• Tend to normalize between a 1 (needs improvement) and 2
(meets expectations)
• Feedback is specific and puts an idea on the table of how to
improve (or where they did improve)
• Pick up the nuances and “the tells” of what might not be said
– what is missing
Amateurs
• Often generic and mostly appreciative
• Tend to normalize between a 3 (exceeds expectations) and 4
(far exceeds expectations)
• Don’t pick up on what might be missing
15. Lesson #6:
Create Training Grounds
Start by Leveling up
Level 1: Feedback on “Technical skills”
Communication, Sales, or Presentation skills (i.e. Toastmasters)
Level 2: Feedback on a Presentation
i.e. a team or staff meeting after a project is completed
Level 3: Feedback on Debrief of Project (Training ground)
Recipient first self-rates their project and reflects on how they
will improve it going forward. Feedback givers rate on quality of self-
awareness.
Level 4: Feedback on Debrief of Work (Core Job)
Recipient first self-rates their project and reflects on how they
will improve it going forward. Feedback givers rate on quality of self-
awareness
Level 5: Feedback on the Person (Who You Are)
Self reflection on your decision making biases and blind spots. This
feedback gets at the most core root of our own impediments and
development areas. Feedback givers rates on self-awareness and a on
practice of working on impediments.
16. Lesson #7:
Role Model Good
Feedback Givers
• Format of a good feedback practice session (FOCUS on givers)
• Next Jumper presents (briefs) their product to other Next Jumpers in
5 minutes
• Audience gives feedback in app to presenter
• Three Senior leaders (“master feedback givers) give their feedback
publicly to presenter
• Gives the audience (Next Jumpers) opportunity in real time to
compare their feedback to the feedback of a senior leader. This is the
practice.
17. Lesson #8:
Ritualise Feedback
• Build in 5 minutes for “feedback” into agenda
• If you wait until after meeting, feedback training is missed.
Employees will often move on to next meeting and never give
feedback.
Leaders of High
Performing Teams
Leaders of Low
Performing Teams
19. Lesson #9:
Redefine what “Bad” is
Trending Up Trending Down Flat No Feedback
KEY INSIGHT: Getting a lot of feedback
doesn’t guarantee performance, but NOT
getting feedback guarantees failure.
22. Lesson #11:
Ingrain Feedback into
every point of the
Employee Experience
1) Before Joining: Feedback in the Recruitment
Process
2) 1st Week of being Hired: Give all Hiring
Feedback
Here were all of our data-points and observations
3) Onboarding Process: Monthly Checkpoints
4) After Onboarded: Become Graduates
Become Coaches
Practice giving feedback
23. RECAP: Feedback Lessons
1. Peer to Peer Feedback > Top Down Feedback
2. Create programs that scale (not just top 10%)
3. Make it easy for others to tell the truth
4. Separate out developmental and evaluative feedback
5. Normalise to a 2
6. Create training grounds
7. Role model good feedback givers
8. Ritualise feedback
9. Redefine what “Bad” is
10. Create coaching programs – to talk through feedback with
11. Ingrain feedback into every point of the employee experience
Getting
Feedback
Giving
Feedback
1
2
28. 28
Anonymous vs Non Anonymous: Our Lessons Learned
We’ve found BEST use of Anonymous with
Survey Feedback
Input on Selection
(New hires, leadership teams…)
Top-down Coaching
Don’t use Anonymous Feedback here…
Peer Feedback on Content
Peer Feedback on Development
9) When is anonymity appropriate?
29. 29
Practice Grounds ability to fail and practice
NxJ is a “captain creating machine”
Bob Kegan, Harvard Professor
11) How do you create safety for your team?
Notas do Editor
Feedback is the backbone of what we do here.
It’s taken us 5 years to build.
KT: Purpose of this talk today – so that it doesn’t take you 5 years
Can’t talk about feedback w/o sharing my own
Fear of looking weak – expose my vulnerabilities, authentic with my struggles. Scared more about my brand, than doing the right thing.
KT: Feedback as a data point for decision making.
This was BEFORE DDO. Question: How do you do this at scale?
Top of organisational agenda
We have disruptors in this room. We have those who are perhaps leading in their space – and worried about being disrupted.
Recognising that to do this - : DECENTRALISING DECISION MAKING, but in order to do that, NEED TO EQUIP DECISION MAKING in org.
David Rose story
KT: The threat of being disrupted is greater than ever before –
KT: Org Silence Calling out the NQRs. An environment where that is the norm.
KT: Two barriers to feedback done right (GIVING + RECEIVING)
Giving Feedback. People suck at giving truth. Calling out NQRs
Giving Feedback is a Muscle
Counter-intuitively, the best way to prepare for receiving candid feedback, is to give it
Practicing putting the “truth” on the table. Even if it’s unpleasant, it increases your situational awareness and builds up your muscles of feedback
2) Receiving Feedback. People stand in queues for comforting lies.
4) Our journey on feedback – we had to make 4 strategic changes in our approach.
Share 11 Lessons – What we have learnt on Feedbacl
Giving Feedback is a Muscle
Counter-intuitively, the best way to prepare for receiving candid feedback, is to give it
Practicing putting the “truth” on the table. Even if it’s unpleasant, it increases your situational awareness and builds up your muscles of feedback
KT: Insight from Primary School. More receptive to feedback from peers than adult & teachers.
Your KPIs vs your development.
Most companies don’t do this
You only get feedback once/twice a year – how do you adjust in time?
So heavily linked to compensation – they don’t really want to hear the feedback
If you want to develop leaders you have to have a Coach, leader of leaders.
The unique element here is the role of COACH – sacrificing your #1 player to move from DOING to COACHING.
You’ll go SLOWER to start
But in the long run you'll have a STRONGER org, w/ deeper bench strength.
This has allowed me to learn how to teach better/be a better Coach, but also be a student as I’m learning new things.
It’s helped us to build a stronger company.
Structurally it allows us all to be better colleagues, parents, friends…
Create programs that scale (not just for the top 10-20%)
Make it easy for others to tell the truth
Why we moved to anonymous (origins of feedback app)
Does not replace face to face
Treat different types of feedback, differently
Your KPIs vs your development.
Most companies don’t do this
You only get feedback once/twice a year – how do you adjust in time?
So heavily linked to compensation – they don’t really want to hear the feedback
If you want to develop leaders you have to have a Coach, leader of leaders.
The unique element here is the role of COACH – sacrificing your #1 player to move from DOING to COACHING.
You’ll go SLOWER to start
But in the long run you'll have a STRONGER org, w/ deeper bench strength.
This has allowed me to learn how to teach better/be a better Coach, but also be a student as I’m learning new things.
It’s helped us to build a stronger company.
Structurally it allows us all to be better colleagues, parents, friends…
Start at Level 1 or Level 2 within team or organization before moving to higher levels
N
Start at Level 1 or Level 2 within team or organization before moving to higher levels
Start at Level 1 or Level 2 within team or organization before moving to higher levels
Start at Level 1 or Level 2 within team or organization before moving to higher levels
Giving Feedback is a Muscle
Counter-intuitively, the best way to prepare for receiving candid feedback, is to give it
Practicing putting the “truth” on the table. Even if it’s unpleasant, it increases your situational awareness and builds up your muscles of feedback
Like most things in life: What makes a great leader has some artistry to it. It's not a formula. But what makes a bad leader is much more consistent.
I: As a leader – how do you get more feedback?
You: How do you get better at giving feedback?
We: How to we set up our environment better to create higher performing teams?
Lowest performing teams are lead by leaders who are hiding
“Nobody want a to admit defeat, failure, or any set backs … under performers get or deny any real feedback … Like in the business world our CNO sees this as a needed competitive edge against our adversaries. At stake is nothing less than National Security.”
Start at Level 1 or Level 2 within team or organization before moving to higher levels
Feedback is often badly delivered, poorly phrased, unfair … hard to hear. But it is up to you to find the gold.
Recovery Process:
Talk about it “vent” with a trusted partner (“burn off” emotion)
Sleep on it
Print out and read again
Cross out what doesn’t resonate
Highlight patterns
Feedback is often badly delivered, poorly phrased, unfair … hard to hear. But it is up to you to find the gold.
Recovery Process:
Talk about it “vent” with a trusted partner (“burn off” emotion)
Sleep on it
Print out and read again
Cross out what doesn’t resonate
Highlight patterns
Your KPIs vs your development.
Most companies don’t do this
You only get feedback once/twice a year – how do you adjust in time?
So heavily linked to compensation – they don’t really want to hear the feedback
If you want to develop leaders you have to have a Coach, leader of leaders.
The unique element here is the role of COACH – sacrificing your #1 player to move from DOING to COACHING.
You’ll go SLOWER to start
But in the long run you'll have a STRONGER org, w/ deeper bench strength.
This has allowed me to learn how to teach better/be a better Coach, but also be a student as I’m learning new things.
It’s helped us to build a stronger company.
Structurally it allows us all to be better colleagues, parents, friends…
We are most influenced by the 5 closest people to us. Do they give you comforting lies or uncomfortable truths?
Treat different types of feedback, differently
Importance of practice grounds
Decision making/judgment calls takes experience. Yet often “revenue” responsibilities aren’t safe enough to take those chances
If you want to develop leaders you have to have a Coach, leader of leaders.
The unique element here is the role of COACH – sacrificing your #1 player to move from DOING to COACHING.
You’ll go SLOWER to start
But in the long run you'll have a STRONGER org, w/ deeper bench strength.
This has allowed me to learn how to teach better/be a better Coach, but also be a student as I’m learning new things.
It’s helped us to build a stronger company.
Structurally it allows us all to be better colleagues, parents, friends…