Why do companies call themselves family? Can a family member be fired? People still seem to have 2 lives: personal and work life. We tend to accept that as the correct way to do thing. But why is that? Probably you don't know your colleagues well enough (trust) to be comfortable doing it differently. What does all of this have to do with feedback? This is my story on how I followed my gut and implemented empathy based feedback to tackle all this...

1. Feedback
with a deck of cards and a pile of emotions
Pedro Vicente - @neteinstein

2. A bit of physics...
...because well, physics rocks!

3. Entropy is simply a measure of disorder and
affects all aspects of our daily lives. In fact, you
can think of it as nature’s tax.
Left unchecked disorder increases over time.
Energy disperses, and systems dissolve into
chaos.

4. Hold that thought
and let’s jump to people...

5. People at work...
...behave in a “strange” way...

6. “Personal self” “Work self”

7. “Personal self” “Work self”

8. For one Work isn’t family
😅 You can’t “fire” family

9. so...

10. Are we using our “work personality” to protect
our real self?

11. but...

12. Human beings are social creatures - not
occasionally or by accident but always.
Sociability is one of our main skills as
both cause and effect.

13. Everybody works today (at some level) with a team

14. So are we somehow afraid of our team?
😱

15. Are we just not able to trust them enough?

16. ...and if we don’t...

17. Does it actually matter?
Isn’t this all fluffy unicorn bullshit?

18. We need to get shit done
period

19. well...

20. Organizations are often run according to “the superchicken
model,” where the value is placed on star employees who
outperform others.

21. But it is social cohesion that drives most high-achieving teams
— built every coffee break, every time one team member asks
another for help — that leads over time to great results.
Margaret Heffernan

22. What is Social Cohesion?
Social cohesion refers to the extent of connectedness and solidarity among
groups in society.
It identifies two main dimensions:
● the sense of belonging of a community
● and the relationships among members within the community itself.

24. It matters.

25. but...

26. Social cohesion takes time and trust.

27. So how do we fast forward?

28. Action Plan
❏ Create a safe environment
❏ Increase communication
❏ Increase trust
❏ Increase happiness and team
performance

29. How I did it....
...with gut feeling and luck

30. Who am I?

31. Let’s just have a common ground

32. What is feedback?
When in a company we hear we’re going to receive “feedback” it’s normally
an evaluation.

33. Let’s make it clear: what is evaluation?

34. Evaluation
“Evaluation is a final decision which is in contrast to the process of
feedback. Evaluation presents a judgment. It identifies whether someone has met
a goal or not. Evaluation is not given at a point when the person is able to make
changes.”
Nancy Alarcon

35. And feedback?

36. Feedback
“Feedback is supposed to be nonjudgmental and as
neutral as possible. It provides information that the person can work off of,
and it helps them to shape or form themselves professionally.”
Nancy Alarcon

37. What was the context?

38. Now, about my story...

39. What triggered it?

40. When it feels like you live with a psychopath

41. When it feels like you live work with a psychopath
https://dev.to/__shadz_/tabs-vs-space-49l5

42. How did I measured success?

44. Why cards?
www.LoopGain.org

45. www.LoopGain.org

46. ❏ Reduce friction: within 2 minutes people are able
to start the feedback session.
❏ Questions are pre-defined to avoid negative or
aggressive tones but to drive constructive
feedback - we call it empathy driven feedback
❏ It’s it planned for a year of team monthly feedback

47. Give me an example of a LoopGain session

48. Pick a moderator:
It can be from the team or from outside the team
He will choose the cards and will help set the timings and push the session forward
He can be either participating on the session (if from the team) or not

49. Before the session the moderator:
Picks 4 cards of the deck, 1 for each type:
- Motto
- Positive Reinforcement
- Improvements
- Personal Question
Also:
- gets a piece of paper and pen/pencil for each person (if it’s not
remote)
- Define duration and bring a visual timer (personally I use a
TimeTimer)

50. Get the team together
If fully on site, this is a no laptop and phone meeting
This will work better for teams of less than 10 people
Basically: just gather the people that really work together

51. Remote or mixed is fine also
Just define a roundtable order
Bring the less tech possible

52. Start with the Motto card:
The moderator reads it and all remain 30 seconds or more in silence.
Why?
This will help set the mood and tone done the running and stress mode to
a more suitable mindset
Example of a motto: “The best teams are built on trust. The only way to trust is to know one
another”

53. After the silence, the moderator reveals
the 2 questions.
Everyone on the session will need to answer about
everyone else:
Positive Reinforcement:
Example: What’s something you feel _ is undervalued on their contribution to the team? Why and how can
we change that?
Improvements:
Example: In what situations is communication harder with _ ? Why and what can I suggest to improve it?

54. I advise the “reveal” to be by reading it out loud, but it
should also be written either at the same time or after.
On site:
Write on a white board for example or a big piece of paper and put it on the wall
Remote:
Drop it via chat

55. That’s it? It seems like a shit sandw...
No. Nonjudgmental remember, and...

56. Finally the one everyone needs to answer
about themselves...
Personal Question:
Example: What’s the best thing that happened to me this month, either at work or outside of it?

57. Typical misconception:
Thinking that the answers should be work-related only.
We’re breaking that concept, you should speak about what is
important whatever that is.

58. Give 15 minutes
This is supposed to be in silence to allow people to think (and write
notes) about what they will say
Remember to keep the time visible

59. TIME UP!

60. Define 10 minutes per person + 10 minutes for closing and
START!

62. Paul: I’ll volunteer
to be the first to
receive feedback

63. Clockwise

64. John: Great I’ll
start…
(answer positive and
improvements about
Paul)

65. Martha: Now me...
(answer positive and
improvements about
Paul)

66. Typical misconception:
Thinking that you should reply to the feedback received.
This is not a conversation, those are opinions, you can agree or
disagree but the idea is not to talk about that (at least on the
session)

67. Me...
(answer positive and
improvements about
Paul)

68. Up until it reaches back Paul

69. Thanks for the feedback,
so about the personal...
(answer personal question)

70. Great!
Paul’s LoopGain is done.
So let’s jump to the next person...

71. Martha: So about
John…

72. All done!
Congrats!
Now use 5 to 10m for people to talk about
how it went… should we repeat?

73. Why this?

74. Social cohesion takes time and trust.
It’s hard to trust someone you don’t know

75. … this is a silver bullet?

76. No.

77. The silver bullet is to make a team grown
enough that it can define their own ways

78. That’s what happened with the team where
this started.
💛

79. A bit of physics...
...rephased to teams!

80. Lack of feedback is simply a measure of disorder
and affects all aspects of work (and life). In fact,
you can think of it as team’s work tax.
Left unchecked disorder increases over time.
Energy disperses, and team dissolve into chaos.

81. Questions?
Pedro Vicente - @neteinstein