In this talk we uncover the importance of High Performing Teams and discover how we can create a culture of Radical Candour and Feedback to facilitate this.
Imagine - Creating Healthy Workplaces - Anthony Montgomery.pdf
High performing teams with feedback and radical candour
1. High Performing
teams with
Feedback &
Radical Candour
Tim Newbold - Cofounder Skillfire.co
@timnwbld
tim@skillfire.co
https://www.linkedin.com/in/timnewbold/
8. 3 key pieces of research
1. Strong team engagement is built on a culture of honest feedback
2. High performing teams show equal share of voice
1. The existence of feedback within a team is a strong predictor of self assessed
performance
16. Situation
Give context with a situation
For example:
"During yesterday morning's team meeting, when you gave your
presentation..."
"At the client meeting on Monday afternoon..."
17. Behavior
Describe the specific behaviors that you want to address & only those observed
directly. Don’t make assumptions or subjective judgments.
"During yesterday morning's team meeting, when you gave your presentation,
you were uncertain about two of the slides, and your sales calculations were
incorrect."
"At the client meeting on Monday afternoon, you ensured that the meeting
started on time and that everyone had handouts in advance. All of your
research was correct, and each of the client's questions were answered."
18. Impact
The last step is to use "I" statements to describe how the other person's action
has affected you or others.
"During yesterday morning's team meeting, when you gave your presentation,
you were uncertain about two of the slides and your sales calculations were
incorrect. I felt embarrassed because the entire board was there. I'm worried
that this has affected the reputation of our team."
"At the client meeting on Monday afternoon, you ensured that the meeting
started on time and that everyone had handouts in advance. All of your
research was correct, and each of the client's questions were answered. I'm
19.
20. Effective feedback traits
Come prepared with information and data
Always describe behaviors, don't judge
Consider how the feedback relates to their goals/aspirations
Give Feedback as quickly as possible
Coach a way to an answer
23. Receiving feedback
1. Ask for it
2. Enquire, but don’t argue
3. Take it onboard, but be mindful of relevance
4. Ask for ideas
5. People are terrible at feedback, support them
6. Thank them for such a wonderful gift!
24. 1. Establish a safe environment
2. Model it yourself
3. Explore approaches with your team
4. Establish it as a norm
5. Create a regular cadence
Creating a culture of feedback
25. Summing it up
Remember to give Positive and Constructive Feedback
Focus on the event and facts, no assumptions
Don’t feed people a shit sandwich
Give feedback with Situation, Behaviour & Impact
Listen actively
Discuss approaches as a team
26. Next steps….
Go to work tomorrow and do two things:
Ask for feedback from someone
Offer feedback to someone (constructive or positive)
Skillfire works with forward thinking organisations to overcome their greatest challenges through innovation, agility & deep cultural change
Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition by Lyssa Adkins
Higher we we go, we quickly lose collaboration, then it hits outright attacks and malice
Feedback and candour help us navigate down the 5 conflict levels
Tonight
Understand the research
Explore radical candour
Discover some feedback tools
Learn how to create a culture of feedback
A self organising team who work together to create exceptional outcomes, and are resilient when faced with a challenge.
Disagreements are seen as positive.
Study commencing in 2012 to uncover tenants of a high performing team
Safety - Take risks and discuss outcomes, be vulnerable and have a honest conversation
A culture of radical candor and feedback is a foundation as it allows us to fill gaps which arise in these domains.
The study started in 2012. Learn more here: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
http://www.forbes.com/sites/joefolkman/2013/12/19/the-best-gift-leaders-can-give-honest-feedback/ conducted by Zenger Folkman, looking for comon paterns exhibited by highly engaged teams
https://hbr.org/2012/04/the-new-science-of-building-great-teams&ab=Article-Links-End_of_Page_Recirculation MIT - comm patters of poorly performing teams and high performing teams (Researchers strapped call centre staff, tracked interactions, 1-2 dominated for poor, even spread for good). Feedback and safety drive this culture.
http://www.epsyconsultancy.com/resources/Speaking%20Out-productivity.pdf Survery of 158 employees, tells interesting tale around self perception
Almost everyone loves receiving feedback, but hates giving it & Most employees prefer corrective feedback to praise and recognition - https://hbr.org/2014/01/your-employees-want-the-negative-feedback-you-hate-to-give/
Following-up feedback is critical for improving performance- https://www.tamu.edu/faculty/payne/PA/Walker%20&%20Smither%201999.pdf
The more you listen, the better others think you are at giving feedback - https://hbr.org/2015/04/the-assumptions-that-make-giving-tough-feedback-even-tougher
A lack of candour breeds confusion and miss information.
On the back of chinese whispers, top executives are operating on misinformation.
Kim Scott - bullshit-free zones where people love their work and working together.
Ran a study of leaders with engaged teams at Google
4 quadrants
Aggression - flip out over something. These are your assholes.
Manipulative - trying to achieve your own goals. The box where weasels hang out.
Ruinous empathy - pat the, on the back, it's it you, it's them. Dangerous territory. BA Story.
Candour - genuine, honest and helpful feedback. Trusted advisors. Engaged friends.
If you care, give feedback. It's one of the most precious gifts you can give.
Image:http://firstround.com/review/radical-candor-the-surprising-secret-to-being-a-good-boss/
Comes across as ingenuine and patronising.
Feedback can get lost in the middle
Created by the Centre for Creative Leadership
Image source: https://www.radicalcandor.com/blog/give-humble-feedback/
Put the feedback into context giving a specific situation and event
For example, if you observed that a colleague made mistakes in a presentation, you should not assume that they hadn't prepared thoroughly. You should simply comment that your colleague made mistakes – and, ideally, you should note what the mistakes were.
Once you’ve provided the feedback, you may need to prompt the conversation to progress. Using an open ended question:
What’s your take?
How did you feel about the situation?
But don’t be afraid of silence
Old sales technique for objections
Encourage a direct conversation having deescalated the conflict
From Mgmt 3.0
Everyone writes a note recognising a team member for something positive
Place it in a box
Read them out as a team
Do it at a regular cadence
https://management30.com/product/kudo-cards/
Culture
Or, what are you going to do differently on the back of this feedback