Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Culture of Feedback

623 views

Published on

Presented to the London attendees of Next Jump Leadership Academy - January 2018

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Culture of Feedback

  1. 1. JANUARY ACADEMY BUILDING A CULTURE OF FEEDBACK @tarungidoomal
  2. 2. © Next Jump, Inc. 2018 CONFIDENTIAL My Feedback Journey Fear of looking weak Gym HomeWork
  3. 3. © Next Jump, Inc. 2018 CONFIDENTIAL Meanwhile… • 21st century organizations are flattening organization structure while empowering more decision making throughout the organization • The threat of being disrupted is greater than ever before. • Feedback is decision making data
  4. 4. © Next Jump, Inc. 2018 CONFIDENTIAL The 2nd Job: “Lying, Hiding, Faking” In an ordinary organization, most people are doing a second job no one is paying them for. In businesses large and small; in government agencies, schools, and hospitals; in for-profits and non-profits and in any country in the world, most people are spending time and energy covering up their weaknesses, managing other people’s impressions of them, showing themselves to their best advantage, playing politics, hiding their inadequacies, hiding their uncertainties, hiding their limitations. Hiding. We regard this as the single biggest loss of resources that organizations suffer everyday.
  5. 5. © Next Jump, Inc. 2018 CONFIDENTIAL The Problem, in a nutshell 1. GIVING: People are more scared to give feedback, than receive it 2. RECEIVING: Lowest performing teams are being led by leaders who do not receive feedback (hiding)
  6. 6. © Next Jump, Inc. 2018 CONFIDENTIAL Our Feedback Journey Work 3.0Work 2.0 CONSISTENCY MICRO FEEDBACK, 2X PER WEEKINTENSE ONLY 1-2 PER YEAR APPRAISALS ONLY 360 DEGREE TRANSPARENT CANDID TRUTHS AUTHENTIC, DEVELOPMENTAL TOP DOWN BEHIND CLOSED DOORS COMFORTING LIES INAUTHENTIC, CODDLING LINKED TO COMP BARRIER TO DEVELOPMENT SEPARATE DEVELOPMENT & CONTRIBUTION DEVELOPMENTAL 
  7. 7. © Next Jump, Inc. 2018 CONFIDENTIAL Lessons: Giving Feedback Creating the right environment
  8. 8. Lesson #1: Peer Feedback as important as Top Down Feedback COACH 50% PEER FEEDBACK 50%
  9. 9. © Next Jump, Inc. 2018 CONFIDENTIAL Lesson #2: Create Programs That Scale
  10. 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. 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
  12. 12. 12 Lesson #4: Separate Out Developmental and Evaluative Feedback
  13. 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. 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. 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. 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. 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
  18. 18. © Next Jump, Inc. 2018 CONFIDENTIAL Lessons: Receiving Feedback Creating the right environment
  19. 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.
  20. 20. Lesson #9: Redefine what “Bad” is
  21. 21. Lesson #10: Create Coaching Programs – to talk through feedback with
  22. 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. 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
  24. 24. Thank You tarun@nextjump.com twitter: @tarungidoomal
  25. 25. 25 OUR TEAM OF COACHES: as an adult, we have choice YOU 4) Who is your trusted circle?
  26. 26. Create Practice 26
  27. 27. 3 Types of Feedback – usually treated as 1 27
  28. 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. 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?

×