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Powered by
insights from triad Consulting Group
This presentation consists of highlights
from the interview with Moe Abdou,
founder & host of 33voices®.
Sheila Heen & Douglas Stone
Sheila is a Founder of Triad Consulting
Group and a Lecturer on Law at Harvard
Law School. Her...
1
When giving and receiving feedback,
distinguish whether its:
1
When giving and receiving feedback,
distinguish whether its:
To express appreciation
1
When giving and receiving feedback,
distinguish whether its:
To coach or be coached
1
When giving and receiving feedback,
distinguish whether its:
To evaluate performance
2
As the leader giving feedback,
make it your highest priority to keep the process discussable.
3
Effective feedback requires action and accountability,
focus on improving only one thing at a time.
remember DOT (Do One...
4
Receiving feedback is often thorny
because we tend to supersize its advice.
Accept it, appreciate it
and grow from it in...
5
If you find yourself less engaged
or resentful in a feedback conversation,
it’s likely that one of these triggers are in...
5
If you find yourself less engaged
or resentful in a feedback conversation,
it’s likely that one of these triggers are in...
5
If you find yourself less engaged
or resentful in a feedback conversation,
it’s likely that one of these triggers are in...
5
If you find yourself less engaged
or resentful in a feedback conversation,
it’s likely that one of these triggers are in...
6
Those who receive feedback well are insanely curious learners;
they live in the growth mindset of constant improvement.
7
Leaders who openly invite feedback
are much more effective at delivering it;
they know that the real power always lies w...
8
Know when to draw boundaries.
Say ‘no’ to feedback when:
8
Know when to draw boundaries.
Say ‘no’ to feedback when:
8
Know when to draw boundaries.
Say ‘no’ to feedback when:
Its’ causing you emotional tension
8
Know when to draw boundaries.
Say ‘no’ to feedback when:
and When the manner & tone of the giver
is offensive & belittli...
9
The art of engaging in a difficult conversation requires you:
9
The art of engaging in a difficult conversation requires you:
To have the right intent
9
The art of engaging in a difficult conversation requires you:
To be totally present
9
The art of engaging in a difficult conversation requires you:
To be a great listener
10
Those who welcome feedback
are likely to:
10
Those who welcome feedback
are likely to:
Try small experiments
10
Those who welcome feedback
are likely to:
Ride out the “J” curve -
accepting that things could get worse before they ge...
10
Those who welcome feedback
are likely to:
Coach their coach -
always giving feedback to the person providing the coachi...
10
Those who welcome feedback
are likely to:
Invite them in -
are proactive in seeking help when needed
What’s the one thing you could have done
differently the last time you received
valuable feedback?
REALLY REFLECT...
Connect WITH US!
Tell us what you think
Chase@33voices.com
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How to Give and Receive Feedback | The Triad Consulting Group

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Sheila is a Founder of Triad Consulting Group and a Lecturer on Law at Harvard Law School. Her husband teaches negotiation at MIT, and they are both schooled regularly in negotiation by their three kids, ages 7, 11, and 14.

Doug is a Founder of Triad Consulting and a Lecturer on Law at Harvard Law School. He has also written screenplays, and is determined to play guitar better than his friends.

Transcript of "How to Give and Receive Feedback | The Triad Consulting Group"

  1. 1. Powered by insights from triad Consulting Group
  2. 2. This presentation consists of highlights from the interview with Moe Abdou, founder & host of 33voices®.
  3. 3. Sheila Heen & Douglas Stone Sheila is a Founder of Triad Consulting Group and a Lecturer on Law at Harvard Law School. Her husband teaches nego- tiation at MIT, and they are both schooled regularly in negotiation by their three kids. Doug is a Founder of Triad Consulting and a Lecturer on Law at Harvard Law School. He has also written screenplays, and is determined to play guitar better than his friends. They are the co-authors of Thanks for the Feedback: The Science and Art of Receiv- ing Feedback Well.
  4. 4. 1 When giving and receiving feedback, distinguish whether its:
  5. 5. 1 When giving and receiving feedback, distinguish whether its: To express appreciation
  6. 6. 1 When giving and receiving feedback, distinguish whether its: To coach or be coached
  7. 7. 1 When giving and receiving feedback, distinguish whether its: To evaluate performance
  8. 8. 2 As the leader giving feedback, make it your highest priority to keep the process discussable.
  9. 9. 3 Effective feedback requires action and accountability, focus on improving only one thing at a time. remember DOT (Do One Thing)
  10. 10. 4 Receiving feedback is often thorny because we tend to supersize its advice. Accept it, appreciate it and grow from it instead.
  11. 11. 5 If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:
  12. 12. 5 If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way: Truth triggers - when the feedback is wrong, unfair or unhelpful
  13. 13. 5 If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way: Relationship triggers - when you don’t trust the source
  14. 14. 5 If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way: Identity triggers - when someone challenges the essence of who you are
  15. 15. 6 Those who receive feedback well are insanely curious learners; they live in the growth mindset of constant improvement.
  16. 16. 7 Leaders who openly invite feedback are much more effective at delivering it; they know that the real power always lies with the receiver.
  17. 17. 8 Know when to draw boundaries. Say ‘no’ to feedback when:
  18. 18. 8 Know when to draw boundaries. Say ‘no’ to feedback when:
  19. 19. 8 Know when to draw boundaries. Say ‘no’ to feedback when: Its’ causing you emotional tension
  20. 20. 8 Know when to draw boundaries. Say ‘no’ to feedback when: and When the manner & tone of the giver is offensive & belittling
  21. 21. 9 The art of engaging in a difficult conversation requires you:
  22. 22. 9 The art of engaging in a difficult conversation requires you: To have the right intent
  23. 23. 9 The art of engaging in a difficult conversation requires you: To be totally present
  24. 24. 9 The art of engaging in a difficult conversation requires you: To be a great listener
  25. 25. 10 Those who welcome feedback are likely to:
  26. 26. 10 Those who welcome feedback are likely to: Try small experiments
  27. 27. 10 Those who welcome feedback are likely to: Ride out the “J” curve - accepting that things could get worse before they get better
  28. 28. 10 Those who welcome feedback are likely to: Coach their coach - always giving feedback to the person providing the coaching
  29. 29. 10 Those who welcome feedback are likely to: Invite them in - are proactive in seeking help when needed
  30. 30. What’s the one thing you could have done differently the last time you received valuable feedback? REALLY REFLECT...
  31. 31. Connect WITH US! Tell us what you think Chase@33voices.com
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