Interpersonal feedback talk and workshop

2. │ ©2021 VMware, Inc. 1. Learn about creating and maintaining a Feedback Culture 2. Practice Feedback Techniques Goals Agenda 30 min Feedback Tips and Techniques - Creating Safe Spaces - Asking for Feedback - Owning Change - Giving Feedback 20 min Practice Writing feedback 10 min Share Learnings

3. │ ©2021 VMware, Inc. Resources for this Talk Radical Candor by Kim Scott + Udemy Course, An article, TED Talk Difficult Conversations by Douglas Stone, Bruce Patton, Sheila Heen Nonviolent Communication by Marshall B. Rosenberg PhD

4. │ ©2021 VMware, Inc. │ ©2021 VMware, Inc. A dictionary definition What is Interpersonal Feedback? Feed·back /ˈfēdˌbak/ Information about a person's performance of a task used as a basis for improvement.

9. 9 │ ©2021 VMware, Inc. A culture of feedback begins with behaviors that build trust and non-judgement. List of behaviors that foster psychological safety - [re:Work] Tip: Start by respecting opinions and showing you care by listening

15. │ ©2021 VMware, Inc. │ ©2021 VMware, Inc. Sharing Vulnerability Builds Trust ● Ask for help. State something you’re actively working on and to have them watch you ● Share something you’ve gotten feedback on ● Appreciate something you’ve observed someone else do ● Share something you’re struggling with outside of work ● Be careful initially when building relationships as this could erode credibility

20. 20 │ ©2021 VMware, Inc. Develop feedback asking habits Ask for feedback at the end of every meeting, workshop, or conversation. Book a regular 15 minute 1:1 with a teammate. Collect your own feedback, type up your own learnings. Tip: Make it a habit

21. 21 │ ©2021 VMware, Inc. Develop your own personal prompt. Be more specific than, “have any feedback for me?” Options: “What’s one thing I could’ve done to make that go smoother?” Tip: Be clear with your prompt.

22. 22 │ ©2021 VMware, Inc. Develop your own personal prompt. Be more specific than, “have any feedback for me?” Options: “What’s one thing I could’ve done to make that go smoother?” 3 minute activity: Write a specific or general question you can ask someone today.

24. 24 │ ©2021 VMware, Inc. Try silently writing feedback for each other Example: the 1:1 Plus/Delta technique Reflect on your day working together. Silently generate a few positives and suggested changes Discuss for 5 minutes. Tip: For people who need time to think about feedback, allow written feedback.

29. 29 │ ©2021 VMware, Inc. Write down feedback you’ve heard recently. Follow-up with the person and have them pay attention to whether you’ve improved or not. Thank them. 5 minute activity: Write down feedback you’re acting on now.

33. 33 │ ©2021 VMware, Inc. Provide feedback about behavior or perceived intention, not their personality Say “You seemed hesitant…” not “You are a hesitant person…” Tip: Situational feedback gives people the chance to grow

35. │ ©2021 VMware, Inc. │ ©2021 VMware, Inc. What is the Radical Candor? Radical Candor is… ...A framework for leaders/managers to communicate more effectively and establish relationships needed to drive awesome work. ...The ability to Challenge Directly and show you Care Personally at the same time.

37. │ ©2021 VMware, Inc. Radical Candor Framework: How is your feedback landing? Care Personally Challenge Directly MANIPULATIVE INSINCERITY You show you don’t care You don’t challenge directly or enough

38. │ ©2021 VMware, Inc. Radical Candor Framework: How is your feedback landing? Care Personally Challenge Directly MANIPULATIVE INSINCERITY You show you don’t care You don’t challenge directly or enough “Feedback on the meeting? Oh...it went ...okay.”

39. │ ©2021 VMware, Inc. Radical Candor Framework: How is your feedback landing? Care Personally Challenge Directly RUINOUS EMPATHY You show you care You don’t challenge directly or enough MANIPULATIVE INSINCERITY You show you don’t care You don’t challenge directly or enough

40. │ ©2021 VMware, Inc. Radical Candor Framework: How is your feedback landing? Care Personally Challenge Directly RUINOUS EMPATHY You show you care You don’t challenge directly or enough MANIPULATIVE INSINCERITY You show you don’t care You don’t challenge directly or enough “Feedback on the meeting? You did well! Maybe think about presenting differently”

41. │ ©2021 VMware, Inc. Radical Candor Framework: How is your feedback landing? Care Personally OBNOXIOUS AGGRESSION You show you don’t care You challenge directly * Desired state Challenge Directly RUINOUS EMPATHY You show you care You don’t challenge directly or enough MANIPULATIVE INSINCERITY You show you don’t care You don’t challenge directly or enough

42. │ ©2021 VMware, Inc. Radical Candor Framework: How is your feedback landing? Care Personally OBNOXIOUS AGGRESSION You show you don’t care You challenge directly * Desired state Challenge Directly RUINOUS EMPATHY You show you care You don’t challenge directly or enough MANIPULATIVE INSINCERITY You show you don’t care You don’t challenge directly or enough “Feedback on the meeting? Don’t quit your day job, I didn’t get half of what you said.”

43. │ ©2021 VMware, Inc. Radical Candor Framework: How is your feedback landing? Care Personally RUINOUS EMPATHY You show you care You don’t challenge directly or enough RADICAL CANDOR You show you care You challenge directly MANIPULATIVE INSINCERITY You show you don’t care You don’t challenge directly or enough OBNOXIOUS AGGRESSION You show you don’t care You challenge directly * Desired state Challenge Directly

44. │ ©2021 VMware, Inc. Radical Candor Framework: How is your feedback landing? Care Personally RUINOUS EMPATHY You show you care You don’t challenge directly or enough RADICAL CANDOR You show you care You challenge directly MANIPULATIVE INSINCERITY You show you don’t care You don’t challenge directly or enough OBNOXIOUS AGGRESSION You show you don’t care You challenge directly * Desired state Challenge Directly “Feedback on the meeting? You paused for long periods of time and said “um” a lot. I lost track of your talking points. Try practicing talking points beforehand to get your point across better”

46. 46 │ ©2021 VMware, Inc. Successful feedback is measured not at your mouth but the other person’s ear. Tip: Pay attention to whether your feedback has been understood. Nothing will change otherwise.

47. │ ©2021 VMware, Inc. Feedback Frameworks we’re going to practice with Let’s talk about 2 other ways we can giving feedback. ● ASK: Actionable, Specific, Kind ● SBI: Situation, Behavior, Impact ● OFNA: Observations, Feelings, Needs, Actions

48. │ ©2021 VMware, Inc. Feedback Frameworks SBI (article) Situation, Behavior, Impact ● Situation When and where was this situation you’re referring to? ● Behavior What behavior did you observe? ● Impact How did their actions affect you or others? *Use “I” statements. OFNA (NVC pdf) Observations, Feelings, Needs, Actions ● Observations This is a statements of facts. What am I seeing? What a I hearing? ● Feelings Ask yourself how does this situation make me feel? ● Needs What do I value? What needs were not addressed? ● Actions What steps can we take? *Encourages internally running through this framework before speaking to someone. It can really defuse the situation and make a big difference. Then you can ask the same questions to the other person. ASK Actionable, Specific, Kind ● Describe what happened Be specific ● Tell them how it made you feel. How does this affect you? The project? The team? ● Suggest what you would like to happen next time What makes it great? What could be better? What stays the same?

49. │ ©2021 VMware, Inc. │ ©2021 VMware, Inc. Situation, Behavior, Impact SBI Situation, Behavior, Impact ● Situation When and where was this situation you’re referring to? ● Behavior What behavior did you observe? ● Impact How did their actions affect you or others? *Use “I” statements.

50. │ ©2021 VMware, Inc. │ ©2021 VMware, Inc. Observations, Feelings, Needs, Actions OFNA Observations, Feelings, Needs, Actions ● Observations This is a statements of facts. What am I seeing? What am I hearing? ● Feelings Ask yourself how does this situation make me feel? ● Needs What do I value? What needs were not addressed? (See giant map of categories of needs) ● Actions What steps can we take? *Encourages internally running through this framework before speaking to someone. It can really defuse the situation and make a big difference. Then you can ask the same questions to the other person.

51. │ ©2021 VMware, Inc. │ ©2021 VMware, Inc. Write feedback down and share Goal Try different feedback formats Learn about your feedback style Format Write Feedback for the following Scenario in the next slide Split into groups of three Pass around for silent read Discuss as a small group Point to where feedback lands on the Radical Candor Matrix Let’s Practice

52. │ ©2021 VMware, Inc. Let’s practice using these feedback frameworks SBI (article) Situation, Behavior, Impact ● Situation When and where was this situation you’re referring to? ● Behavior What behavior did you observe? ● Impact How did their actions affect you or others? *Use “I” statements. OFNA (NVC pdf) Observations, Feelings, Needs, Actions ● Observations This is a statements of facts. What am I seeing? What a I hearing? ● Feelings Ask yourself how does this situation make me feel? ● Needs What do I value? What needs were not addressed? ● Actions What steps can we take? *Encourages internally running through this framework before speaking to someone. It can really defuse the situation and make a big difference. Then you can ask the same questions to the other person. Scenario Joey is your pair. Joey has been taking a lot more breaks than you need. Today they said that were taking a 15 minute break, they came back 45 minutes later. You’re noticing they aren’t telling you where they’ve gone or when they’re coming back. You and Joey sit down to do plus/deltas at the end of the day. What do you say?

53. │ ©2021 VMware, Inc. │ ©2021 VMware, Inc. What are you going to do? Next Steps 4 Key Areas to Feedback culture 1. Create a space to speak truths 2. Ask for Feedback (tips) 3. Own Your Own Change 4. Give Feedback To Summarize ● Actively listen without judgement ● Be vulnerable and humble ● Make asking for feedback a habit ● Use your feedback prompt ● Do 1:1 plus deltas with a teammate ● Hold yourself accountable for acting on feedback ● Praise each other when you’re succeeding ● Share observations about behavior not personality ● Try other ways of giving feedback: Situation Behavior Impact, Observations Feelings Needs Actions.

57. │ ©2021 VMware, Inc. │ ©2021 VMware, Inc. Let’s practice active listening. How-to make an Empathy Circle Setup ● Count off to split into groups of 3 ● Designate a Speaker, Listener, Observer ● Once the Speaker says “I feel fully heard”, Swap roles Speaker ● Talk about something good that happened to you this week ● Offer clarification or add new information if necessary ● When you feel understood, stop the conversation and say “I feel fully heard” Listener ● Listen with interest. Ask questions for context. ● Avoid judging, diagnosing, advising ● Reflect back what you heard the Speak say with: “It sounds like…” ● You’re both working together so the speaker feels understood

Interpersonal feedback talk and workshop

Interpersonal feedback talk and workshop

Recommended

More Related Content

What's hot

What's hot(13)

Similar to Interpersonal feedback talk and workshop

Similar to Interpersonal feedback talk and workshop(20)

Recently uploaded

Recently uploaded(20)

Interpersonal feedback talk and workshop

Editor's Notes