The Feedback Loop: How to Create a Culture of Feedback Giving, receiving, asking for, and acting on feedback well are some of the most-valued – yet difficult to master – skills for any manager. After years of research across hundreds of companies in 25+ countries, Claire Lew, CEO of Know Your Team, shares the playbook for how the most effective managers create a culture of feedback within their teams.

1. @clairejlew |
THE
W O R K S H O P
H o w t o C r e a t e a C u l t u r e o f F e e d b a c k
FEEDBACK LOOP

2. Hey BoS! I’m Claire.

3. @clairejlew

5. What’s the hardest part
about being a leader?

6. As CEO, you’re somehow both the
total insider and the total outsider at
the same time. In some ways you’re
at the center of the organization. In
other contexts, you’re like the last
person to know anything.
“
”-PETER THIEL
Cofounder + former CEO of PayPal

7. As CEO, you’re somehow both the
total insider and the total outsider at
the same time. In some ways you’re
at the center of the organization. In
other contexts, you’re like the last
person to know anything.
“
”-PETER THIEL
Cofounder + former CEO of PayPal

8. The hardest part about
being a leader is getting
honest feedback.

9. …my number one challenge…
“ ”-WALT BETTINGER
CEO of Charles Schwab

10. If you’re a leader, you can
put yourself in a cocoon –
a good news cocoon…
“
”-NANDAN NILEKANI
Cofounder of Infosys

11. What’s the hardest part
about being a leader?

12. 69%
(Harris Poll with 2,000+ adults)
of US managers say the hardest part of managing
is “communicating with employees in general"

13. 37%
(Harris Poll with 2,000+ adults)
of managers say they’re uncomfortable having to
give direct feedback about their employees’
performance

14. The hardest part about
being a leader is giving
honest feedback.

15. The hardest part about
being a leader…

16. TODAY
The
Feedback
Loop

17. TODAY
Ask

18. TODAY
Ask
Receive

19. TODAY
Ask
Receive
Act

20. TODAY
Ask
Receive
Act
Give

21. TODAY
Create a
culture of
feedback

22. TODAY
The cost of not doing this

23. TODAY
The cost of not doing this
What gets in the way

24. TODAY
The cost of not doing this
What gets in the way
How to do it well

25. TODAY
The
Feedback
Loop

27. TODAY
Ask

28. What’s the cost of not
doing this?

29. Blindspots

30. 3.
What are our
biggest blindspots
as leaders?

31. Your employees
feel stifled.
BLINDSPOT #1

32. Yes, there’s an area
outside my current role
where I feel I could be
contributing.
76%
(814 employees responded across 135 different companies through Know Your Team.)
“
”

33. Yes, something is
holding me back from
me doing my best
work right now.
58%
(1027 employees responded across 144 different companies through Know Your Team.)
“
”

34. Your employees
think your company
is behind the curve.
BLINDSPOT #2

35. Yes, I think we’re
behind the curve on
something in particular.65%
(1,267 employees responded across 190 different companies through Know Your Team.)
“
”

36. Yes, I’ve seen
something recently
and thought to myself,
I wish we’d done that.
75%
(1,338 employees responded across 209 different companies through Know Your Team.)
“
”

37. What gets in the way?

38. Fear

39. Futility

40. 1.8X
Futility is
more powerful than fear as
an obstacle to feedback.
(2010 Harvard Business Review article)

41. How do we get
honest feedback?

42. Go first.
TECHNIQUE #1

43. Show vulnerability.
WHY?

44. “I could use your advice…”

45. “I’m struggling with…”

46. Ask specific
questions.
TECHNIQUE #2

47. Vague questions lead to
vague answers.
WHY?

48. “What’s one thing…”

49. If you could be proud of one
accomplishment between now
and next year, what would it be?
QUESTION

50. What’s one decision that
you’re hung up on?
QUESTION

51. “In the past two weeks…”

52. In the past month, what rumors
have you heard that you think I
should know about?
QUESTION

53. In the past quarter, what are
your biggest time wasters?
QUESTION

54. Ask questions
around moments of
tension + energy.
TECHNIQUE #3

55. Forces people to get
literal + concrete.
WHY?

56. Questions around moments of
tension
Specific moments of
tension…

57. When have you been frustrated in the past year? What can I do to help make things less frustrating for you, or get out of your way?
TENSION
When have you been frustrated
in the past year? What can I do
to help make things less
frustrating for you?

58. When have you been frustrated in the past year? What can I do to help make things less frustrating for you, or get out of your way?
TENSION
When have you felt dejected or
demoralized this past year?
What can I do to better
support you?

59. When have you been frustrated in the past year? What can I do to help make things less frustrating for you, or get out of your way?
TENSION
When have you been disappointed with
a decision? Was there an opportunity
you think we squandered? How would
you have preferred with proceeded?

60. DO THIS
Follow up with a question
about what you + the company
can do going forward.

61. Questions around moments of
tension
Specific moments of
energy…

62. Questions around specific
moments of energy
ENERGY
When have you felt excited about what
you’ve been working on in the past
year? What can I do to provide you
with more opportunities so you feel
that way?

63. Questions around specific
moments of energy
ENERGY
When have you felt most proud
being a part of the company?
What can I do to make sure we do
things that continue that feeling?

64. Questions around specific
moments of energy
ENERGY
When have you felt most motivated
about the work you’ve been doing?
What can we do to create an
environment so you feel like that more
often?

65. YOUR TURNYour turn :-)

66. Pick a person in your company
you work with.
(Who’s the quietest?)
ASKING FOR FEEDBACK

67. What’s a question you’d ask to…
• Show you’re “going first”?
• Is specific?
• Is around moments of tension + energy?
ASKING FOR FEEDBACK

68. YOUR TURNLet’s come together.

69. ASKING FOR FEEDBACK
What’s the ONE question you
really want to ask her or him?

71. TODAY
Ask
Receive

72. TODAY
Ask
Receive

73. What’s the cost of not
doing this?

74. Echo chamber.

75. Your reaction sets
the tone.

76. Blindspots persist.

77. What gets in the way?

78. Futility Truth Triggers

79. Futility“I’m a perfectionist.”

80. FutilityRelationship Triggers

81. Futility
“I don’t trust the other
person.”

82. FutilityIdentity Triggers

83. Futility
“I conflate behavior
with identity.”

84. How do we receive
feedback well?

85. Make empathy
your mission.
TECHNIQUE #1

86. Sit in silence for
3 - 4 seconds.
TECHNIQUE #2

87. Write it down.
TECHNIQUE #3

88. Assume positive
intent.
TECHNIQUE #4

89. Talk less.
TECHNIQUE #5

90. YOUR TURN
3 Most-Frustrating
Types of Feedback
to Receive…

91. The feedback is flat-out false.
FRUSTRATING FEEDBACK #1

92. Consider: “How does this person feel about my
feedback? Was there anything I might have
misinterpreted or overlooked? Is there anything
that I can be doing better to help support the other
Sit in silence.
Talk less.
FRUSTRATING FEEDBACK #1

93. “Thank you… Can I think on
it and get back to you?”

94. The feedback is true, but
poorly delivered.
FRUSTRATING FEEDBACK #2

95. Consider: “How does this person feel about my
feedback? Was there anything I might have
misinterpreted or overlooked? Is there anything
that I can be doing better to help support the other
Write it down.
Assume positive intent.
FRUSTRATING FEEDBACK #2

96. “Thank you…Mind if I share
some feedback with you?”

97. The feedback is vague.
FRUSTRATING FEEDBACK #3

98. Consider: “How does this person feel about my
feedback? Was there anything I might have
misinterpreted or overlooked? Is there anything
that I can be doing better to help support the other
Make empathy your mission
+ clarify with questions.
FRUSTRATING FEEDBACK #3

99. “What would success look
like…?”

100. YOUR TURNYour turn :-)

101. RECEIVING FEEDBACK
Write down 1 piece of
feedback you’ve received
that was hard to hear.

102. RECEIVING FEEDBACK
Why was it hard to hear?
(Truth? Relationship? Identity?)
What can you do to receive it well?
(Empathy, Silence, Write, Positive Intent, Talk Less.)

103. YOUR TURNLet’s come together.

104. RECEIVING FEEDBACK
Why was it hard to hear?
(Truth? Relationship? Identity?)
What can you do to receive it well?
(Empathy, Silence, Write, Positive Intent, Talk Less.)

105. YOUR TURNBreak!

107. TODAY
Ask
Receive

108. TODAY
Ask
Receive
Act

109. What’s the cost of not
doing this?

110. Futility thrives.

111. Blindspots persist.

112. What gets in the way?

113. Feedback is wrong.

114. It’s unclear what to do
about the feedback.

115. How do we act on
feedback well?

116. Give gratitude.
TECHNIQUE #1

117. “I really appreciate you
sharing that…”

118. Close the loop
TECHNIQUE #2

119. “Here’s why we’re not
doing this…”

120. Knock out a
quick win.
TECHNIQUE #3

121. “Because of that, we’re
going to do this…”

122. YOUR TURNYour turn :-)

123. ACTING ON FEEDBACK
Who should you thank?
What can you close the loop on?
What quick win can you knock out?

124. YOUR TURNLet’s come together.

125. ACTING ON FEEDBACK
Who should you thank?
What can you close the loop on?
What quick win can you knock out?

127. TODAY
Ask
Receive
Act

128. TODAY
Ask
Receive
Act
Give

129. What’s the cost of not
doing this?

130. How do you say those things
kindly yet honestly?Good Leadership

131. 5X more effective
Leaders who give honest feedback are rated as
(Forbes 2013)

132. 3X more engaged
Leaders who give honest feedback have
employees who are
(Forbes 2013)

133. What gets in the way?

134. Uncomfortable + Unnatural

135. Our brains hold on to negative
memories more than positive ones.
(New York Times 2012)

136. How do you say those things
kindly yet honestly?
We don’t like giving it…

137. How do you say those things
kindly yet honestly?
…but our employees want
honest feedback.

138. TEND TO PREFER
TEND TO AVOID
4.7
Receive negative
feedback
2.3
Receive positive
feedback
-2.3
Give negative
feedback
0.1
Give positive
feedback
(Harvard Business Review 2014)

139. TEND TO PREFER
TEND TO AVOID
4.7
Receive negative
feedback
2.3
Receive positive
feedback
-2.3
Give negative
feedback
0.1
Give positive
feedback
(Harvard Business Review 2014)

140. TEND TO PREFER
TEND TO AVOID
4.7
Receive negative
feedback
2.3
Receive positive
feedback
-2.3
Give negative
feedback
0.1
Give positive
feedback
(Harvard Business Review 2014)

141. How do you say those things
kindly yet honestly?
Our employees want
honest feedback!
REMEMBER!

142. How do you give
difficult feedback well?

143. Don’t…

144. DON’T
Make a Shit Sandwich.

145. Why no Shit Sandwich?
Predictable
Disingenuous
Tuning out
Predictable.
WHY?

146. Why no Shit Sandwich?
Predictable
Disingenuous
Tuning out
Predictable.
Disingenuous.
WHY?

147. Why no Shit Sandwich?
Predictable
Disingenuous
Tuning out
Predictable.
Disingenuous.
People tune out.
WHY?

148. DON’T BlastPublicly call out someone.
DON’T

149. DON’T postponeLet something linger.
DON’T

150. Do…

151. Come from a place of
Care

152. Make your intention clear
upfront
DO
Make your intentions clear
upfront.

153. Good intentions diffuse
defensiveness.
Good intentions diffuse
defensiveness.
REMEMBER!

154. Say:
“I’m saying this because ___.”
DO

155. Come from a place of
Observation

156. Focus on observable behaviorsFocus on observable
behaviors.
DO

157. Focus on observable behaviorsBe specific.
DO

158. Say:
“When I saw you did ___,
it made me feel ___ …”
DO

159. Come from a place of
Fallibility

160. Acknowledge it's only your
opinion
Acknowledge it’s only
your opinion.
DO

161. Say:
“This is just what I observed…”
DO

162. Come from a place of
Curiosity

163. Consider: “How does this person feel about my
feedback? Was there anything I might have
misinterpreted or overlooked? Is there anything
that I can be doing better to help support the other
Giving feedback is a
conversation, not a mandate.
REMEMBER!

164. Say:
“What do you think?”
DO

165. In sum…

166. COME FROM A PLACE OF
Care.

167. COME FROM A PLACE OF
Care.
Observation.

168. COME FROM A PLACE OF
Care.
Observation.
Fallibility.

169. COME FROM A PLACE OF
Care.
Observation.
Fallibility.
Curiosity.

170. YOUR TURNYour turn :-)

171. “You’re wrong…”
“You messed up…”

172. Care?
Observation?
Fallibility?
Curiosity?

173. YOUR TURNLet’s come together.

174. COME FROM A PLACE OF
Care.
Observation.
Fallibility.
Curiosity.

176. TODAY
Ask

177. TODAY
Ask
Receive

178. TODAY
Ask
Receive
Act

179. TODAY
Ask
Receive
Act
Give

180. TODAY
Create a
culture of
feedback

181. What’s the cost of not
doing this?

182. How do you say those things
kindly yet honestly?Turnover

183. lower turnover rates in companies that
implement regular employee
feedback.
14.9%
(Gallup 2011)

184. What gets in the way?

185. How do you say those things
kindly yet honestly?
Culture cannot be controlled,
only influenced.

186. How do you influence
culture?

187. What is culture?

188. “The way we do things.”
CULTURE IS…

189. Artifacts.
Espoused values + beliefs.
Basic underlying assumptions.
CULTURE IS…

190. The things you do + say.
Espoused values + beliefs.
Basic underlying assumptions.
CULTURE IS…

191. The things you do + say.
The things you say you believe.
Basic underlying assumptions.
CULTURE IS…

192. The things you do + say.
The things you say you believe.
The things you actually believe.
CULTURE IS…

193. Basic underlying assumptions.
CULTURE IS…
The things you actually believe.

194. How do you create a
sustainable culture of
openness + honesty?

195. Personal
accountability
TECHNIQUE #1

196. Lead from the front.
DO THIS

197. Consistency
TECHNIQUE #2

198. Return calls / messages
within 24 hours.
DO THIS

199. Richness
TECHNIQUE #3

200. One-on-ones
Social opportunities
Employee engagement surveys
All-organization get togethers
DO THIS

201. Ask for feedback well
Receive feedback well
Act feedback well
Give feedback well
DO THIS

202. Practice Habit Culture

203. How do you create a
sustainable culture of
openness + honesty?

204. TODAY
One-on-Ones

205. One-on-ones are one of
the most reliable ways
to influence culture.

206. of managers say that one-on-ones
positively affect their team’s
performance.
89%
(August 2018 survey with 531 managers and 365 employees)

207. of employees say that one-on-ones
positively affect their team’s
performance.
73%
(August 2018 survey with 531 managers and 365 employees)

208. 16 percentage
point difference!
(August 2018 survey with 531 managers and 365 employees)

209. How do you make one-
on-ones more useful
for your team?

210. Know the purpose.
DO

211. The #1 purpose of a
one-on-one is to uncover
potential issues.

212. 48% of managers + 31% of
employees saw this as the
purpose of one-on-ones.

213. Make it a status
update.
DO NOT

214. You’re wasting
valuable time :-)

215. Prepare ahead of
time.
DO

216. of employees say their managers are
NOT prepared for their one-on-one
meetings.
41%
(August 2018 survey of 518 managers and 365 employees)

217. Decide on 1 - 3 focus areas.

218. Questions around specific
moments of energy
FOCUS AREAS
Concerns / Issues.
Feedback on Performance.
Career Direction.
Personal Connection.

219. Prepare 5 - 10 questions
in advance.

220. Questions around specific
moments of energy
FOCUS AREAS
Concerns / Issues.
Feedback on Performance.
Career Direction.
Personal Connection.

221. Questions around specific
moments of energy
CONCERNS
Is there any red tape
you’d like to cut at the
company?

222. Questions around specific
moments of energy
CONCERNS
When have you felt bored
in the past quarter?

223. Questions around specific
moments of energy
FEEDBACK
Would you like more or
less direction from me?
Why / why not?

224. Questions around specific
moments of energy
FEEDBACK
Would you like more or
less feedback from me?
Why / why not?

225. Questions around specific
moments of energy
CAREER
Is there any area outside your
current role where you feel
you could be contributing?

226. Questions around specific
moments of energy
CAREER
What’s one thing we could
do today to help you with
your long-term goals?

227. Questions around specific
moments of energy
CONNECTION
How’s life?

228. Questions around specific
moments of energy
CONNECTION
What have you been
reading lately?

229. Questions around specific
moments of energy
AGENDA
Catching up (5 min.)
• How’s life?
Concerns / Issues (20 min.)
• What advice do you have on how to handle ___?
• What are your biggest time wasters?
Feedback (20 min.)
• How is your workload?
• What about my management style can I improve?
Takeaways / Next Steps (5 min.)

230. Ask, “How can I
help you?”
DO NOT

231. You’re putting the
burden on the employee.

232. Calibrate your
mindset.
DO

233. Listen. Sit in Silence.
Write it down.

234. Come from a Place of
Care, Observation,
Fallibility, Curiosity.

235. TODAY
One-on-Ones

236. TODAY
Create a
culture of
feedback

237. TODAY
The
Feedback
Loop

238. This is hard.

239. “I’ve got a lot of other
stuff to do.”

240. Blindspots.

241. Good leadership.

242. Turnover.

243. A culture of feedback is
how you maximize your
impact as a team.

244. One last thing…

245. Talk is nice, but action
is better.

246. YOUR TURNYour turn :-)

247. What’s the one
thing you’re going
to try tomorrow
(or Monday)?

248. How can I be more
helpful to you?
claire@knowyourteam.com

249. knowyourteam.com/m/code/bos
10%
exclusive to BoS
OFF

250. Thanks, BoS!
@clairejlew

251. Questions?
@clairejlew