Culture of Feedback
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This document discusses best practices for building a culture of feedback within organizations. It provides lessons learned around both giving and receiving feedback. Some key points: - Peer feedback is as important as feedback from managers. Programs should scale feedback across all levels, not just for top performers. - Feedback should be separated into developmental feedback for improvement and evaluative feedback for performance reviews. Developmental feedback should be frequent and candid to help individuals grow. - Organizations should normalize feedback to focus on a rating of "meets expectations" and provide specific examples for improvement. This makes feedback more meaningful. - Training grounds like practice presentations help people feel safe giving and receiving feedback to build skills over time. Role modeling
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Culture of Feedback
- 1. JANUARY ACADEMY BUILDING A CULTURE OF FEEDBACK @tarungidoomal
- 2. © Next Jump, Inc. 2018 CONFIDENTIAL My Feedback Journey Fear of looking weak Gym HomeWork
- 3. © Next Jump, Inc. 2018 CONFIDENTIAL Meanwhile… • 21st century organizations are flattening organization structure while empowering more decision making throughout the organization • The threat of being disrupted is greater than ever before. • Feedback is decision making data
- 4. © Next Jump, Inc. 2018 CONFIDENTIAL The 2nd Job: “Lying, Hiding, Faking” In an ordinary organization, most people are doing a second job no one is paying them for. In businesses large and small; in government agencies, schools, and hospitals; in for-profits and non-profits and in any country in the world, most people are spending time and energy covering up their weaknesses, managing other people’s impressions of them, showing themselves to their best advantage, playing politics, hiding their inadequacies, hiding their uncertainties, hiding their limitations. Hiding. We regard this as the single biggest loss of resources that organizations suffer everyday.
- 5. © Next Jump, Inc. 2018 CONFIDENTIAL The Problem, in a nutshell 1. GIVING: People are more scared to give feedback, than receive it 2. RECEIVING: Lowest performing teams are being led by leaders who do not receive feedback (hiding)
- 6. © Next Jump, Inc. 2018 CONFIDENTIAL Our Feedback Journey Work 3.0Work 2.0 CONSISTENCY MICRO FEEDBACK, 2X PER WEEKINTENSE ONLY 1-2 PER YEAR APPRAISALS ONLY 360 DEGREE TRANSPARENT CANDID TRUTHS AUTHENTIC, DEVELOPMENTAL TOP DOWN BEHIND CLOSED DOORS COMFORTING LIES INAUTHENTIC, CODDLING LINKED TO COMP BARRIER TO DEVELOPMENT SEPARATE DEVELOPMENT & CONTRIBUTION DEVELOPMENTAL
- 7. © Next Jump, Inc. 2018 CONFIDENTIAL Lessons: Giving Feedback Creating the right environment
- 8. Lesson #1: Peer Feedback as important as Top Down Feedback COACH 50% PEER FEEDBACK 50%
- 9. © Next Jump, Inc. 2018 CONFIDENTIAL Lesson #2: Create Programs That Scale
- 10. 10 Will I hurting your feelings? Am I being judgmental? Am I a hypocrite? Lesson #3: Make it easy for others to tell the truth https://www.radicalcandor.com/ Kim Scott
- 11. 11 Will I hurting your feelings? Am I being judgmental? Am I a hypocrite? Lesson #3: Make it easy for others to tell the truth Anonymous Transparent Meaningful
- 12. 12 Lesson #4: Separate Out Developmental and Evaluative Feedback
- 13. REAL TIME CANDID FEEDBACK CONTRIBUTION EVALS EVERY DAY/WEEK: DEVELOPMENT 2X/YEAR: ONLY RESULTS Efficient 360 contribution evaluations built to get at the “truth” Lesson #4: Separate Out Developmental and Evaluative Feedback
- 14. Lesson #5: Normalise to a 2 Pros • Focus is on adding value (mission matters) • Tend to normalize between a 1 (needs improvement) and 2 (meets expectations) • Feedback is specific and puts an idea on the table of how to improve (or where they did improve) • Pick up the nuances and “the tells” of what might not be said – what is missing Amateurs • Often generic and mostly appreciative • Tend to normalize between a 3 (exceeds expectations) and 4 (far exceeds expectations) • Don’t pick up on what might be missing
- 15. Lesson #6: Create Training Grounds Start by Leveling up Level 1: Feedback on “Technical skills” Communication, Sales, or Presentation skills (i.e. Toastmasters) Level 2: Feedback on a Presentation i.e. a team or staff meeting after a project is completed Level 3: Feedback on Debrief of Project (Training ground) Recipient first self-rates their project and reflects on how they will improve it going forward. Feedback givers rate on quality of self- awareness. Level 4: Feedback on Debrief of Work (Core Job) Recipient first self-rates their project and reflects on how they will improve it going forward. Feedback givers rate on quality of self- awareness Level 5: Feedback on the Person (Who You Are) Self reflection on your decision making biases and blind spots. This feedback gets at the most core root of our own impediments and development areas. Feedback givers rates on self-awareness and a on practice of working on impediments.
- 16. Lesson #7: Role Model Good Feedback Givers • Format of a good feedback practice session (FOCUS on givers) • Next Jumper presents (briefs) their product to other Next Jumpers in 5 minutes • Audience gives feedback in app to presenter • Three Senior leaders (“master feedback givers) give their feedback publicly to presenter • Gives the audience (Next Jumpers) opportunity in real time to compare their feedback to the feedback of a senior leader. This is the practice.
- 17. Lesson #8: Ritualise Feedback • Build in 5 minutes for “feedback” into agenda • If you wait until after meeting, feedback training is missed. Employees will often move on to next meeting and never give feedback. Leaders of High Performing Teams Leaders of Low Performing Teams
- 18. © Next Jump, Inc. 2018 CONFIDENTIAL Lessons: Receiving Feedback Creating the right environment
- 19. Lesson #9: Redefine what “Bad” is Trending Up Trending Down Flat No Feedback KEY INSIGHT: Getting a lot of feedback doesn’t guarantee performance, but NOT getting feedback guarantees failure.
- 20. Lesson #9: Redefine what “Bad” is
- 21. Lesson #10: Create Coaching Programs – to talk through feedback with
- 22. Lesson #11: Ingrain Feedback into every point of the Employee Experience 1) Before Joining: Feedback in the Recruitment Process 2) 1st Week of being Hired: Give all Hiring Feedback Here were all of our data-points and observations 3) Onboarding Process: Monthly Checkpoints 4) After Onboarded: Become Graduates Become Coaches Practice giving feedback
- 23. RECAP: Feedback Lessons 1. Peer to Peer Feedback > Top Down Feedback 2. Create programs that scale (not just top 10%) 3. Make it easy for others to tell the truth 4. Separate out developmental and evaluative feedback 5. Normalise to a 2 6. Create training grounds 7. Role model good feedback givers 8. Ritualise feedback 9. Redefine what “Bad” is 10. Create coaching programs – to talk through feedback with 11. Ingrain feedback into every point of the employee experience Getting Feedback Giving Feedback 1 2
- 25. 25 OUR TEAM OF COACHES: as an adult, we have choice YOU 4) Who is your trusted circle?
- 27. 3 Types of Feedback – usually treated as 1 27
- 28. 28 Anonymous vs Non Anonymous: Our Lessons Learned We’ve found BEST use of Anonymous with Survey Feedback Input on Selection (New hires, leadership teams…) Top-down Coaching Don’t use Anonymous Feedback here… Peer Feedback on Content Peer Feedback on Development 9) When is anonymity appropriate?
- 29. 29 Practice Grounds ability to fail and practice NxJ is a “captain creating machine” Bob Kegan, Harvard Professor 11) How do you create safety for your team?
Editor's Notes
- Feedback is the backbone of what we do here. It’s taken us 5 years to build. KT: Purpose of this talk today – so that it doesn’t take you 5 years
- Can’t talk about feedback w/o sharing my own Fear of looking weak – expose my vulnerabilities, authentic with my struggles. Scared more about my brand, than doing the right thing. KT: Feedback as a data point for decision making. This was BEFORE DDO. Question: How do you do this at scale?
- Top of organisational agenda We have disruptors in this room. We have those who are perhaps leading in their space – and worried about being disrupted. Recognising that to do this - : DECENTRALISING DECISION MAKING, but in order to do that, NEED TO EQUIP DECISION MAKING in org. David Rose story KT: The threat of being disrupted is greater than ever before –
- KT: Org Silence Calling out the NQRs. An environment where that is the norm.
- KT: Two barriers to feedback done right (GIVING + RECEIVING) Giving Feedback. People suck at giving truth. Calling out NQRs 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 muscles of feedback 2) Receiving Feedback. People stand in queues for comforting lies.
- 4) Our journey on feedback – we had to make 4 strategic changes in our approach.
- Share 11 Lessons – What we have learnt on Feedbacl 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 muscles of feedback
- KT: Insight from Primary School. More receptive to feedback from peers than adult & teachers. Your KPIs vs your development. Most companies don’t do this You only get feedback once/twice a year – how do you adjust in time? So heavily linked to compensation – they don’t really want to hear the feedback If you want to develop leaders you have to have a Coach, leader of leaders. The unique element here is the role of COACH – sacrificing your #1 player to move from DOING to COACHING. You’ll go SLOWER to start But in the long run you'll have a STRONGER org, w/ deeper bench strength. This has allowed me to learn how to teach better/be a better Coach, but also be a student as I’m learning new things. It’s helped us to build a stronger company. Structurally it allows us all to be better colleagues, parents, friends…
- Create programs that scale (not just for the top 10-20%)
- Make it easy for others to tell the truth
- Why we moved to anonymous (origins of feedback app) Does not replace face to face
- Treat different types of feedback, differently
- Your KPIs vs your development. Most companies don’t do this You only get feedback once/twice a year – how do you adjust in time? So heavily linked to compensation – they don’t really want to hear the feedback If you want to develop leaders you have to have a Coach, leader of leaders. The unique element here is the role of COACH – sacrificing your #1 player to move from DOING to COACHING. You’ll go SLOWER to start But in the long run you'll have a STRONGER org, w/ deeper bench strength. This has allowed me to learn how to teach better/be a better Coach, but also be a student as I’m learning new things. It’s helped us to build a stronger company. Structurally it allows us all to be better colleagues, parents, friends…
- Start at Level 1 or Level 2 within team or organization before moving to higher levels N
- Start at Level 1 or Level 2 within team or organization before moving to higher levels
- Start at Level 1 or Level 2 within team or organization before moving to higher levels
- Start at Level 1 or Level 2 within team or organization before moving to higher levels
- 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 muscles of feedback
- Like most things in life: What makes a great leader has some artistry to it. It's not a formula. But what makes a bad leader is much more consistent. I: As a leader – how do you get more feedback? You: How do you get better at giving feedback? We: How to we set up our environment better to create higher performing teams? Lowest performing teams are lead by leaders who are hiding “Nobody want a to admit defeat, failure, or any set backs … under performers get or deny any real feedback … Like in the business world our CNO sees this as a needed competitive edge against our adversaries. At stake is nothing less than National Security.”
- Start at Level 1 or Level 2 within team or organization before moving to higher levels
- Feedback is often badly delivered, poorly phrased, unfair … hard to hear. But it is up to you to find the gold. Recovery Process: Talk about it “vent” with a trusted partner (“burn off” emotion) Sleep on it Print out and read again Cross out what doesn’t resonate Highlight patterns
- Feedback is often badly delivered, poorly phrased, unfair … hard to hear. But it is up to you to find the gold. Recovery Process: Talk about it “vent” with a trusted partner (“burn off” emotion) Sleep on it Print out and read again Cross out what doesn’t resonate Highlight patterns
- Your KPIs vs your development. Most companies don’t do this You only get feedback once/twice a year – how do you adjust in time? So heavily linked to compensation – they don’t really want to hear the feedback If you want to develop leaders you have to have a Coach, leader of leaders. The unique element here is the role of COACH – sacrificing your #1 player to move from DOING to COACHING. You’ll go SLOWER to start But in the long run you'll have a STRONGER org, w/ deeper bench strength. This has allowed me to learn how to teach better/be a better Coach, but also be a student as I’m learning new things. It’s helped us to build a stronger company. Structurally it allows us all to be better colleagues, parents, friends…
- We are most influenced by the 5 closest people to us. Do they give you comforting lies or uncomfortable truths?
- Treat different types of feedback, differently
- Importance of practice grounds Decision making/judgment calls takes experience. Yet often “revenue” responsibilities aren’t safe enough to take those chances If you want to develop leaders you have to have a Coach, leader of leaders. The unique element here is the role of COACH – sacrificing your #1 player to move from DOING to COACHING. You’ll go SLOWER to start But in the long run you'll have a STRONGER org, w/ deeper bench strength. This has allowed me to learn how to teach better/be a better Coach, but also be a student as I’m learning new things. It’s helped us to build a stronger company. Structurally it allows us all to be better colleagues, parents, friends…