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Toolkit for Employees: Giving and Receiving Feedback


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This is the Next Jump tool kit for employees to get started giving and receiving feedback. This is focused on building the habits of feedback, based on the lessons and insights from Next Jump.

Published in: Leadership & Management
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Toolkit for Employees: Giving and Receiving Feedback

  1. 1. Giving and receiving feedback Lessons and insights from Next Jump in building the habits of feedback
  2. 2. Giving and receiving feedback Lessons and insights from Next Jump in building the habits of feedback Last Updated: 1/8/2018 • As leaders, we are decision makers • Feedback is decision making data • The root cause of bad decision making is bad information, or more accurately, “unsaid” feedback -- especially the unpleasant truths
  3. 3. How to give feedback
  4. 4. How to give feedback • With self-awareness, humans are equipped to “do the right thing” and make better decisions • Yet, without honest feedback, teams and organizations are making decisions on bad data • It starts with practicing GIVING candid feedback
  5. 5. 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 feedback muscles
  6. 6. Using the Feedback App • The Feedback App is a tool to help you start practicing giving Feedback • It provides data points that are crucial for others and yourself to improve awareness and ultimately performance • The tool is designed to facilitate getting “truth” on the table (anonymous and transparent)
  7. 7. Step 1: Leave a rating “Normalize to a 2” • Start with giving a rating of 1-4 based on your expectations • Professional Feedback Givers normalize to a 1 or a 2, and focus on giving feedback that adds value (mission matters) • Amateur Feedback Givers normalize to a 3 or a 4 and mostly focus on giving compliments • NOTE – these ratings ARE NOT used in performance rankings – they are for putting truth on table for Developmental Feedback
  8. 8. • Make your “internal chatter” visible • What is your version of the truth? How did their presentation/decision land for you. Be specific. • Example: “When you started the presentation, I felt confused because you had not set the intent and desired outcome. There was good info throughout and I made some takeaways but was hard to follow because of the lack of structure.” Step 2: Leave a comment Share what you felt and observed
  9. 9. Tip: Give visceral feedback quickly • Be visceral and fast (timely) vs wait • The longer you delay giving feedback, it will be more likely that you water down the feedback or not give it at all
  10. 10. Tip: Practice being direct first It takes time to build up muscles of giving truth with empathy • The target is truth + care • Most of us care, but many of us find it difficult to be direct, which means our feedback lands in ruinous empathy GOAL
  11. 11. Receiving Feedback “Feedback is data I need for improvement” • Research has shown that while getting a lot of feedback doesn’t guarantee better performance, NOT getting feedback is correlated with failure • Feedback is data to help you make better decisions
  12. 12. Make it easier for others to tell you the truth • As a receiver of feedback, you are in charge. • Start to observe the subtle signals that we all do to “ask for comforting lies.” Such as leading with excuses, or fishing for compliments. • Feedback is often badly delivered, poorly phrased, feels unfair. But it is up to you to find the gold.
  13. 13. Recovery Programs Help recover when you receive uncomfortable truths • Step 1: “Burn off” your emotions with a trusted person (colleague) • Step 2: Sleep on it • Step 3: Print out feedback, cross out what does NOT resonate and highlight patterns • Step 4: Process the feedback with a trusted person (colleague) and/or coach
  14. 14. Seek out feedback more frequently • Higher performers seek feedback consistently • Value is in seeing patterns • It is rare that one piece of feedback is a “huge” insight – rather the patterns
  15. 15. Redefine what “Bad” is Investment in Loss is better than hiding (no feedback at all) • When all of us practice a new skill, a new ritual or habit, we are not very good at it. The outcome likely suffers. This is what we call “investment in loss” • That investment will pay off with practice, seeking feedback and course correcting
  16. 16. Instructions to download the Feedback App For Employees Download instructions 1. Search “Feedback Perks at Work” in the Apple App Store (iOS) or Google Play (Android). 2. Download Feedback – Perks at Work How to Log in Username: your email address Password: [you will receive via email]