![Startup
Photo by Heisenberg Media [link]
communication
Ed Batista
June 28, 2016](https://image.slidesharecdn.com/ed-batista-startup-communication-slideshare-160630001041/95/ed-batista-startup-communication-startups-as-human-systems-june-2016-1-638.jpg?cb=1467245508)
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Ed Batista, Startup Communication (Startups as Human Systems), June 2016
- 1. Startup Photo by Heisenberg Media [link] communication Ed Batista June 28, 2016
- 2. Startups as Photo by Heisenberg Media [link] human systems Ed Batista June 28, 2016
- 3. Intro + exercise 50 mins Feedback skills + exercise 45 mins Break 10 mins Group norms + exercise 55 mins Break 10 mins Feedback conversation 45 mins Closing 15 mins Agenda Photo by Theresa Thompson [link]
- 4. Who am I? Executive coach Instructor @StanfordBiz Contributor @HarvardBiz More at www.edbatista.com Read More
- 5. Startups Photo by Heisenberg Media [link]
- 6. Startups as human systems Complex group dynamics Communication = Survival Feedback = Learning Relationships matter Read More
- 7. Startups as human systems Think about this team… How are we communicating? What’s working well? What’s not? What feedback would be helpful?
- 8. The headline Photo by Garry Knight [link] Feedback is inherently stressful. But candor is essential for survival. So we have to learn to be direct without triggering defensiveness.
- 9. The simplest Photo by Ana Karanina [link] feedback model
- 10. The simplest When you do [X], I feel [Y]. feedback model
- 11. The simplest When you do [X], I feel [Y]. feedback model
- 12. Emotion Photo by Jill M [link]
- 13. Emotion Antonio Damasio, USC What purpose do emotions serve? Read More
- 14. Emotion Emotions evolved to support survival Uncontrolled emotion can lead us astray
- 15. Emotion
- 16. Emotion Emotion is integral to reasoning Essential for efficient decision-making
- 17. Emotion Victor Johnston, New Mexico State “Discriminant hedonic amplifiers” Boost signals in our mental landscape This is why…
- 18. Emotions are attention magnets Photo by Garrett Mace [link] Read More
- 19. Emotion When you do [X], I feel [Y]. Signifies importance Captures attention Not foolproof
- 20. Photo by The Mighty Tim Inconnu [link] The net David Bradford & Jerry Porras, Stanford How can we avoid misunderstandings? How can we improve feedback?
- 21. The net You Me My response Your behavior Your intention
- 22. What I know Me My response Your behavior
- 23. What I don’t You Your intention
- 24. You What you know Your intention Your behavior
- 25. What you don’t Me My response
- 26. Use the model Focus on what we know Avoid guessing at what we don’t Help the other person via disclosure When you do [X], I feel [Y].
- 27. Can I give you Photo by Robbie Grubbs [link] some feedback?
- 28. Why is feedback Photo by Robbie Grubbs [link] so stressful?
- 29. Feedback and Photo by Mykl Roventine [link] social threat Read More
- 30. Photo by State Farm [link] Threat response Fight, flight or freeze
- 31. Photo by State Farm [link] Threat response Physiological Adrenaline & cortisol Optimized for strength & speed
- 32. Photo by State Farm [link] Threat response Emotional Fear & anger Primed for snap judgments
- 33. Photo by State Farm [link] Threat response Cognitive Negativity bias Impairment & diminished capacity
- 34. Social threat Photo by David Sim [link] Some social situations ≈ Physical threats Same response Physiological Emotional Cognitive
- 35. Social threat Photo by David Sim [link] Result? Communication failure Significant implications for feedback
- 36. Photo by Andrew Vargas [link] SCARF model
- 37. SCARF model David Rock, NeuroLeadership Institute What social situations trigger a threat response? How can we minimize the risk of social threat? Read More
- 38. SCARF model Status Photo by the National Guard [link]
- 39. SCARF model Status Certainty Photo by Amy Ashcraft [link]
- 40. SCARF model Status Certainty Autonomy Photo by Charles Hoffman [link]
- 41. SCARF model Status Certainty Autonomy Relatedness Photo by Don-Pixel [link]
- 42. SCARF model Status Certainty Autonomy Relatedness Fairness Photo by JMTImages [link]
- 43. Photo by Andrew Vargas [link] Use the model
- 44. Reframe the experience Offering feedback ≠ Higher status Emphasize choice & agency Build the relationship* Remember the Net When getting feedback Read More
- 45. When giving Avoid a threat response Be mindful of perceived status More certainty & autonomy Build the relationship* Remember the Net feedback Read More
- 46. Startups as human systems Think about your team… When do you experience social threat? When might you trigger it in someone else?
- 47. The balcony & Photo by Richard Leeming [link] the dance floor
- 48. EQ and groups Photo by Woodleywonderworks [link]
- 49. EQ and groups Vanessa Druskat (UNH) & Steven Wolff What characterizes effective teams? Read More
- 50. EQ and groups Participation, cooperation, collaboration A problem: You can’t mandate behavior Behaviors arise under key conditions
- 51. EQ and groups Mutual trust Group identity (feeling of belonging) Group efficacy (belief in value of the team) Affected by the group’s emotional intelligence
- 52. EQ and groups Individual EQ Emotional awareness Emotion regulation (≠ Suppression) Inward (my emotions) Outward (others’ emotions)
- 53. EQ and groups High EQ individuals ≠ High EQ group Group norms determine group EQ Create awareness of emotions Help regulate emotions
- 54. A note on Norma (carpenter’s square) language
- 55. A note on Norms are… Aspirations (What we should do) Prescriptions (What we must do) Descriptions (What we actually do) language
- 56. Talking about feelings Photo by Andrew Yee [link]
- 57. Talking about Affect labeling Talking disrupts negative emotion Talking about emotion > Thinking about emotion feelings Read More
- 58. Talking about A group dynamic Determined by group norms Is it OK for us to talk about feelings here? feelings
- 59. Startups as human systems Think about how you show up on this team… How aware are you of your emotions? How well do you regulate your emotions? What norms make this work easier or harder?
- 60. Group norms Photo by jm3 [link]
- 61. We never… We always… 1. Spend time getting to know each other personally. Norms that create awareness
- 62. We never… We always… 2. Regularly ask how others are doing. Norms that create awareness
- 63. We never… We always… 3. Share our thoughts and emotions in the moment. Norms that create awareness
- 64. We never… We always… 4. Ask those who have been quiet in a discussion what they think. Norms that create awareness
- 65. We never… We always… 5. Fully explore others’ resistance to our decisions. Norms that create awareness
- 66. We never… We always… 6. Set aside time to discuss and evaluate our own effectiveness. Norms that create awareness
- 67. We never… We always… 7. Acknowledge and discuss the feeling in the group in the moment. Norms that create awareness
- 68. We never… We always… 1. Have clear ground rules for productive behavior in meetings. Norms that help regulate
- 69. We never… We always… 2. Call out behavior that violates those ground rules. Norms that help regulate
- 70. We never… We always… 3. Express acceptance of others’ emotions. Norms that help regulate
- 71. We never… We always… 4. Make time to discuss difficulties within the team and the emotions they generate. Norms that help regulate
- 72. We never… We always… 5. Use playfulness to acknowledge and relieve stress. Norms that help regulate
- 73. We never… We always… 6. Express optimism about the team’s capabilities. Norms that help regulate
- 74. We never… We always… 7. Provide others with positive feedback in the moment. Norms that help regulate
- 75. Discuss with What norms are working well? What norms would we like to change? Where do we agree? Where do we differ? Photo by jm3 [link] your partner
- 76. Photo by Harsha KR [link] Relationships
- 77. Relationships John Gottman, University of Washington What characterizes successful relationships? Read More
- 78. Relationships Feeling known by the other A culture of appreciation Responding to bids Mutual influence A soft start*
- 79. Startups as human systems Think about your relationships here… How are you investing in them? What else might you do?
- 80. A soft start Photo by Phil McElhinney [link] Not like this
- 81. A soft start Photo by Oakley Originals [link] Like this
- 82. Begin with authentic positive intent Emphasize mutual goals A soft start
- 83. Defensiveness Photo by Mario Emiliano Fernandez [link]
- 84. Defensiveness Photo by Mario Emiliano Fernandez [link] Stone & Heen, Harvard Program on Negotiation What prevents feedback from being heard? What causes defensiveness?
- 85. Defensiveness Three triggers Truth Identity Relationship What can we do? Read More
- 86. Photo by Andrew Vargas [link] Use the models
- 87. Reframe the experience Offering feedback ≠ Higher status Emphasize choice & agency Build the relationship Remember the Net When getting feedback
- 88. When giving Avoid a threat response Be mindful of perceived status More certainty & autonomy Build the relationship Remember the Net feedback
- 89. Photo by The Mighty Tim Inconnu [link] The net
- 90. The net You Me My response Your behavior Your intention
- 91. What I know Me My response Your behavior
- 92. What I don’t You Your intention
- 93. You What you know Your intention Your behavior
- 94. What you don’t Me My response
- 95. Use the models Focus on what we know Avoid guessing at what we don’t Help the other person via disclosure When you do [X], I feel [Y].
- 96. 5 levels Photo by Rita Willaert [link] Richard Francisco, San José State Increasing levels of meaning, value and risk Read More
- 97. 5 levels Photo by Rita Willaert [link] 1: Ritual 2: Extended Ritual 3: Content 4: Feelings About Content 5: Feelings About Each Other
- 98. 5 levels Photo by Rita Willaert [link] 5: Feelings About Each Other Hardest Riskiest Most meaningful
- 99. Remember… Challenge yourself Photo by Daniel Oines [link]
- 100. Thank you! Photo by Sharat Ganapati [link] www.edbatista.com @edbatista
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