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BoS Conference USA 2019 Feedback Loop Workshop Slide Deck

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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.

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BoS Conference USA 2019 Feedback Loop Workshop Slide Deck

  1. 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. 2. Hey BoS! I’m Claire.
  3. 3. @clairejlew
  4. 4. What’s the hardest part about being a leader?
  5. 5. 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
  6. 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. 7. The hardest part about being a leader is getting honest feedback.
  8. 8. …my number one challenge… “ ”-WALT BETTINGER CEO of Charles Schwab
  9. 9. If you’re a leader, you can put yourself in a cocoon – a good news cocoon… “ ”-NANDAN NILEKANI Cofounder of Infosys
  10. 10. What’s the hardest part about being a leader?
  11. 11. 69% (Harris Poll with 2,000+ adults) of US managers say the hardest part of managing is “communicating with employees in general"
  12. 12. 37% (Harris Poll with 2,000+ adults) of managers say they’re uncomfortable having to give direct feedback about their employees’ performance
  13. 13. The hardest part about being a leader is giving honest feedback.
  14. 14. The hardest part about being a leader…
  15. 15. TODAY The Feedback Loop
  16. 16. TODAY Ask
  17. 17. TODAY Ask Receive
  18. 18. TODAY Ask Receive Act
  19. 19. TODAY Ask Receive Act Give
  20. 20. TODAY Create a culture of feedback
  21. 21. TODAY The cost of not doing this
  22. 22. TODAY The cost of not doing this What gets in the way
  23. 23. TODAY The cost of not doing this What gets in the way How to do it well
  24. 24. TODAY The Feedback Loop
  25. 25. TODAY Ask
  26. 26. What’s the cost of not doing this?
  27. 27. Blindspots
  28. 28. 3. What are our biggest blindspots as leaders?
  29. 29. Your employees feel stifled. BLINDSPOT #1
  30. 30. 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.) “ ”
  31. 31. 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.) “ ”
  32. 32. Your employees think your company is behind the curve. BLINDSPOT #2
  33. 33. 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.) “ ”
  34. 34. 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.) “ ”
  35. 35. What gets in the way?
  36. 36. Fear
  37. 37. Futility
  38. 38. 1.8X Futility is more powerful than fear as an obstacle to feedback. (2010 Harvard Business Review article)
  39. 39. How do we get honest feedback?
  40. 40. Go first. TECHNIQUE #1
  41. 41. Show vulnerability. WHY?
  42. 42. “I could use your advice…”
  43. 43. “I’m struggling with…”
  44. 44. Ask specific questions. TECHNIQUE #2
  45. 45. Vague questions lead to vague answers. WHY?
  46. 46. “What’s one thing…”
  47. 47. If you could be proud of one accomplishment between now and next year, what would it be? QUESTION
  48. 48. What’s one decision that you’re hung up on? QUESTION
  49. 49. “In the past two weeks…”
  50. 50. In the past month, what rumors have you heard that you think I should know about? QUESTION
  51. 51. In the past quarter, what are your biggest time wasters? QUESTION
  52. 52. Ask questions around moments of tension + energy. TECHNIQUE #3
  53. 53. Forces people to get literal + concrete. WHY?
  54. 54. Questions around moments of tension Specific moments of tension…
  55. 55. 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?
  56. 56. 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?
  57. 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 disappointed with a decision? Was there an opportunity you think we squandered? How would you have preferred with proceeded?
  58. 58. DO THIS Follow up with a question about what you + the company can do going forward.
  59. 59. Questions around moments of tension Specific moments of energy…
  60. 60. 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?
  61. 61. 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?
  62. 62. 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?
  63. 63. YOUR TURNYour turn :-)
  64. 64. Pick a person in your company you work with. (Who’s the quietest?) ASKING FOR FEEDBACK
  65. 65. What’s a question you’d ask to… • Show you’re “going first”? • Is specific? • Is around moments of tension + energy? ASKING FOR FEEDBACK
  66. 66. YOUR TURNLet’s come together.
  67. 67. ASKING FOR FEEDBACK What’s the ONE question you really want to ask her or him?
  68. 68. TODAY Ask Receive
  69. 69. TODAY Ask Receive
  70. 70. What’s the cost of not doing this?
  71. 71. Echo chamber.
  72. 72. Your reaction sets the tone.
  73. 73. Blindspots persist.
  74. 74. What gets in the way?
  75. 75. Futility Truth Triggers
  76. 76. Futility“I’m a perfectionist.”
  77. 77. FutilityRelationship Triggers
  78. 78. Futility “I don’t trust the other person.”
  79. 79. FutilityIdentity Triggers
  80. 80. Futility “I conflate behavior with identity.”
  81. 81. How do we receive feedback well?
  82. 82. Make empathy your mission. TECHNIQUE #1
  83. 83. Sit in silence for 3 - 4 seconds. TECHNIQUE #2
  84. 84. Write it down. TECHNIQUE #3
  85. 85. Assume positive intent. TECHNIQUE #4
  86. 86. Talk less. TECHNIQUE #5
  87. 87. YOUR TURN 3 Most-Frustrating Types of Feedback to Receive…
  88. 88. The feedback is flat-out false. FRUSTRATING FEEDBACK #1
  89. 89. 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
  90. 90. “Thank you… Can I think on it and get back to you?”
  91. 91. The feedback is true, but poorly delivered. FRUSTRATING FEEDBACK #2
  92. 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 Write it down. Assume positive intent. FRUSTRATING FEEDBACK #2
  93. 93. “Thank you…Mind if I share some feedback with you?”
  94. 94. The feedback is vague. FRUSTRATING FEEDBACK #3
  95. 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 Make empathy your mission + clarify with questions. FRUSTRATING FEEDBACK #3
  96. 96. “What would success look like…?”
  97. 97. YOUR TURNYour turn :-)
  98. 98. RECEIVING FEEDBACK Write down 1 piece of feedback you’ve received that was hard to hear.
  99. 99. 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.)
  100. 100. YOUR TURNLet’s come together.
  101. 101. 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.)
  102. 102. YOUR TURNBreak!
  103. 103. TODAY Ask Receive
  104. 104. TODAY Ask Receive Act
  105. 105. What’s the cost of not doing this?
  106. 106. Futility thrives.
  107. 107. Blindspots persist.
  108. 108. What gets in the way?
  109. 109. Feedback is wrong.
  110. 110. It’s unclear what to do about the feedback.
  111. 111. How do we act on feedback well?
  112. 112. Give gratitude. TECHNIQUE #1
  113. 113. “I really appreciate you sharing that…”
  114. 114. Close the loop TECHNIQUE #2
  115. 115. “Here’s why we’re not doing this…”
  116. 116. Knock out a quick win. TECHNIQUE #3
  117. 117. “Because of that, we’re going to do this…”
  118. 118. YOUR TURNYour turn :-)
  119. 119. ACTING ON FEEDBACK Who should you thank? What can you close the loop on? What quick win can you knock out?
  120. 120. YOUR TURNLet’s come together.
  121. 121. ACTING ON FEEDBACK Who should you thank? What can you close the loop on? What quick win can you knock out?
  122. 122. TODAY Ask Receive Act
  123. 123. TODAY Ask Receive Act Give
  124. 124. What’s the cost of not doing this?
  125. 125. How do you say those things kindly yet honestly?Good Leadership
  126. 126. 5X more effective Leaders who give honest feedback are rated as (Forbes 2013)
  127. 127. 3X more engaged Leaders who give honest feedback have employees who are (Forbes 2013)
  128. 128. What gets in the way?
  129. 129. Uncomfortable + Unnatural
  130. 130. Our brains hold on to negative memories more than positive ones. (New York Times 2012)
  131. 131. How do you say those things kindly yet honestly? We don’t like giving it…
  132. 132. How do you say those things kindly yet honestly? …but our employees want honest feedback.
  133. 133. 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)
  134. 134. 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)
  135. 135. 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)
  136. 136. How do you say those things kindly yet honestly? Our employees want honest feedback! REMEMBER!
  137. 137. How do you give difficult feedback well?
  138. 138. Don’t…
  139. 139. DON’T Make a Shit Sandwich.
  140. 140. Why no Shit Sandwich? Predictable Disingenuous Tuning out Predictable. WHY?
  141. 141. Why no Shit Sandwich? Predictable Disingenuous Tuning out Predictable. Disingenuous. WHY?
  142. 142. Why no Shit Sandwich? Predictable Disingenuous Tuning out Predictable. Disingenuous. People tune out. WHY?
  143. 143. DON’T BlastPublicly call out someone. DON’T
  144. 144. DON’T postponeLet something linger. DON’T
  145. 145. Do…
  146. 146. Come from a place of Care
  147. 147. Make your intention clear upfront DO Make your intentions clear upfront.
  148. 148. Good intentions diffuse defensiveness. Good intentions diffuse defensiveness. REMEMBER!
  149. 149. Say: “I’m saying this because ___.” DO
  150. 150. Come from a place of Observation
  151. 151. Focus on observable behaviorsFocus on observable behaviors. DO
  152. 152. Focus on observable behaviorsBe specific. DO
  153. 153. Say: “When I saw you did ___, it made me feel ___ …” DO
  154. 154. Come from a place of Fallibility
  155. 155. Acknowledge it's only your opinion Acknowledge it’s only your opinion. DO
  156. 156. Say: “This is just what I observed…” DO
  157. 157. Come from a place of Curiosity
  158. 158. 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!
  159. 159. Say: “What do you think?” DO
  160. 160. In sum…
  161. 161. COME FROM A PLACE OF Care.
  162. 162. COME FROM A PLACE OF Care. Observation.
  163. 163. COME FROM A PLACE OF Care. Observation. Fallibility.
  164. 164. COME FROM A PLACE OF Care. Observation. Fallibility. Curiosity.
  165. 165. YOUR TURNYour turn :-)
  166. 166. “You’re wrong…” “You messed up…”
  167. 167. Care? Observation? Fallibility? Curiosity?
  168. 168. YOUR TURNLet’s come together.
  169. 169. COME FROM A PLACE OF Care. Observation. Fallibility. Curiosity.
  170. 170. TODAY Ask
  171. 171. TODAY Ask Receive
  172. 172. TODAY Ask Receive Act
  173. 173. TODAY Ask Receive Act Give
  174. 174. TODAY Create a culture of feedback
  175. 175. What’s the cost of not doing this?
  176. 176. How do you say those things kindly yet honestly?Turnover
  177. 177. lower turnover rates in companies that implement regular employee feedback. 14.9% (Gallup 2011)
  178. 178. What gets in the way?
  179. 179. How do you say those things kindly yet honestly? Culture cannot be controlled, only influenced.
  180. 180. How do you influence culture?
  181. 181. What is culture?
  182. 182. “The way we do things.” CULTURE IS…
  183. 183. Artifacts. Espoused values + beliefs. Basic underlying assumptions. CULTURE IS…
  184. 184. The things you do + say. Espoused values + beliefs. Basic underlying assumptions. CULTURE IS…
  185. 185. The things you do + say. The things you say you believe. Basic underlying assumptions. CULTURE IS…
  186. 186. The things you do + say. The things you say you believe. The things you actually believe. CULTURE IS…
  187. 187. Basic underlying assumptions. CULTURE IS… The things you actually believe.
  188. 188. How do you create a sustainable culture of openness + honesty?
  189. 189. Personal accountability TECHNIQUE #1
  190. 190. Lead from the front. DO THIS
  191. 191. Consistency TECHNIQUE #2
  192. 192. Return calls / messages within 24 hours. DO THIS
  193. 193. Richness TECHNIQUE #3
  194. 194. One-on-ones Social opportunities Employee engagement surveys All-organization get togethers DO THIS
  195. 195. Ask for feedback well Receive feedback well Act feedback well Give feedback well DO THIS
  196. 196. Practice Habit Culture
  197. 197. How do you create a sustainable culture of openness + honesty?
  198. 198. TODAY One-on-Ones
  199. 199. One-on-ones are one of the most reliable ways to influence culture.
  200. 200. of managers say that one-on-ones positively affect their team’s performance. 89% (August 2018 survey with 531 managers and 365 employees)
  201. 201. of employees say that one-on-ones positively affect their team’s performance. 73% (August 2018 survey with 531 managers and 365 employees)
  202. 202. 16 percentage point difference! (August 2018 survey with 531 managers and 365 employees)
  203. 203. How do you make one- on-ones more useful for your team?
  204. 204. Know the purpose. DO
  205. 205. The #1 purpose of a one-on-one is to uncover potential issues.
  206. 206. 48% of managers + 31% of employees saw this as the purpose of one-on-ones.
  207. 207. Make it a status update. DO NOT
  208. 208. You’re wasting valuable time :-)
  209. 209. Prepare ahead of time. DO
  210. 210. of employees say their managers are NOT prepared for their one-on-one meetings. 41% (August 2018 survey of 518 managers and 365 employees)
  211. 211. Decide on 1 - 3 focus areas.
  212. 212. Questions around specific moments of energy FOCUS AREAS Concerns / Issues. Feedback on Performance. Career Direction. Personal Connection.
  213. 213. Prepare 5 - 10 questions in advance.
  214. 214. Questions around specific moments of energy FOCUS AREAS Concerns / Issues. Feedback on Performance. Career Direction. Personal Connection.
  215. 215. Questions around specific moments of energy CONCERNS Is there any red tape you’d like to cut at the company?
  216. 216. Questions around specific moments of energy CONCERNS When have you felt bored in the past quarter?
  217. 217. Questions around specific moments of energy FEEDBACK Would you like more or less direction from me? Why / why not?
  218. 218. Questions around specific moments of energy FEEDBACK Would you like more or less feedback from me? Why / why not?
  219. 219. Questions around specific moments of energy CAREER Is there any area outside your current role where you feel you could be contributing?
  220. 220. Questions around specific moments of energy CAREER What’s one thing we could do today to help you with your long-term goals?
  221. 221. Questions around specific moments of energy CONNECTION How’s life?
  222. 222. Questions around specific moments of energy CONNECTION What have you been reading lately?
  223. 223. 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.)
  224. 224. Ask, “How can I help you?” DO NOT
  225. 225. You’re putting the burden on the employee.
  226. 226. Calibrate your mindset. DO
  227. 227. Listen. Sit in Silence. Write it down.
  228. 228. Come from a Place of Care, Observation, Fallibility, Curiosity.
  229. 229. TODAY One-on-Ones
  230. 230. TODAY Create a culture of feedback
  231. 231. TODAY The Feedback Loop
  232. 232. This is hard.
  233. 233. “I’ve got a lot of other stuff to do.”
  234. 234. Blindspots.
  235. 235. Good leadership.
  236. 236. Turnover.
  237. 237. A culture of feedback is how you maximize your impact as a team.
  238. 238. One last thing…
  239. 239. Talk is nice, but action is better.
  240. 240. YOUR TURNYour turn :-)
  241. 241. What’s the one thing you’re going to try tomorrow (or Monday)?
  242. 242. How can I be more helpful to you? claire@knowyourteam.com
  243. 243. knowyourteam.com/m/code/bos 10% exclusive to BoS OFF
  244. 244. Thanks, BoS! @clairejlew
  245. 245. Questions? @clairejlew

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