This document discusses the importance of peer feedback for building healthy team dynamics. It argues that peer feedback, unlike supervisor feedback, is more sincere since peers have no obligation to provide it. The document provides examples of common mismatches between intentions and perceptions, and guidelines for both giving and receiving feedback effectively to manage perceptions. It then proposes a four step action plan for implementing a regular peer feedback process to strengthen team communication and trust.
Michael Klejman, Bill Smith and I (Katherine Popaleni) developed this power point and used it in our presentation to delegates at the Ontario Assoc. of Not for Profit Homes and Services for Seniors.
Many of us struggle when we want to bring up a sensitive issue with others (peers, colleagues, family, friends, neighbours etc.) Our awkward, uncomfortable feelings can lead us to react in the moment or put things off for fear of damaging the relationship. The reality is that the issue does not disappear, and, if not addressed, it can lead to misunderstandings and strained relationships.
The power point outlines a new approach that will help you handle challenging conversations with confidence and success. The PP outlines a 3-stage model for 'coaching' your own conversations constructively.
While the focus of this group was health care, the model can apply to different kinds of workplaces as well as in personal relationships.
Hope it's helpful.
Katherine Popaleni
Feedback has been a central practice in Agile methods. Unfortunately some feedbacks make people upset. Should I say what I think, or should I shut up to preserve collaboration? This talk gives you the necessary ingredients to express authentic and useful feedbacks (Based on Marshall Rosenberg's NonViolent Communication process).
The Art of Giving and Receiving FeedbackDebrief2Learn
In healthcare organizations, it is mission critical that leaders and managers possess the skills to deliver direct, honest feedback to supervisees and peers. Currently, many managers receive minimal training on how to provide concrete feedback plus coaching that can help team members improve their performance. As a result, many supervisees receive feedback that is conflicting, confusing, or no feedback at all. In this workshop, Grace Ng will discuss the current challenges in giving and receiving feedback, provide frameworks and tools that can be applied in feedback conversations, and share her vision for moving towards a culture of feedback and learning.
Difficult Conversations in Creative Environments ~ IA Summit 2009Dan Brown
Information Architects work in environments that demand close collaboration with other people, primarily clients and colleagues. Design teams of any size need to manage the logistics of the design process, collaborate with each other to solve complex problems, and communicate those ideas effectively. Clients also exert pressure on the design team, presenting the design problem and vetting potential solutions. Successful senior designers and team managers must know how to navigate these waters delicately. Every one of these activities–from clarifying requirements to presenting design ideas to walking through revisions–requires working with other people. Every task on a design project has some element of communication and collaboration. And these infinite touchpoints within the team (designers, managers, stakeholders, and clients alike) represent risks to the project: one misstep and the project can come to a screeching halt.
This workshop is for information architects to help them understand and improve the core communications skills for working with teams and clients. Junior information architects seeking advancement will benefit from this opportunity to explore the crucial skills that separate them from senior designers.
It is the working relationship that is critically important in any successful mentoring program. Mentoring can truly be a life changing learning experience.
Feedback training visuals toolbox presentationPeter Zvirinsky
Feedback training visuals toolbox - communication concepts diagrams and illustrations: Feedback definition
Types of feedback, written and verbal feedback, 360 degree feedback. Giving and receiving feedback
Feedback guidelines, good and bad feedback messages.
This Presentation by the National Association of Distinguished Professionals details ways in which you can assert yourself at work that are positive and constructive, and will earn/gain respect for you as an employee of that entity.
Michael Klejman, Bill Smith and I (Katherine Popaleni) developed this power point and used it in our presentation to delegates at the Ontario Assoc. of Not for Profit Homes and Services for Seniors.
Many of us struggle when we want to bring up a sensitive issue with others (peers, colleagues, family, friends, neighbours etc.) Our awkward, uncomfortable feelings can lead us to react in the moment or put things off for fear of damaging the relationship. The reality is that the issue does not disappear, and, if not addressed, it can lead to misunderstandings and strained relationships.
The power point outlines a new approach that will help you handle challenging conversations with confidence and success. The PP outlines a 3-stage model for 'coaching' your own conversations constructively.
While the focus of this group was health care, the model can apply to different kinds of workplaces as well as in personal relationships.
Hope it's helpful.
Katherine Popaleni
Feedback has been a central practice in Agile methods. Unfortunately some feedbacks make people upset. Should I say what I think, or should I shut up to preserve collaboration? This talk gives you the necessary ingredients to express authentic and useful feedbacks (Based on Marshall Rosenberg's NonViolent Communication process).
The Art of Giving and Receiving FeedbackDebrief2Learn
In healthcare organizations, it is mission critical that leaders and managers possess the skills to deliver direct, honest feedback to supervisees and peers. Currently, many managers receive minimal training on how to provide concrete feedback plus coaching that can help team members improve their performance. As a result, many supervisees receive feedback that is conflicting, confusing, or no feedback at all. In this workshop, Grace Ng will discuss the current challenges in giving and receiving feedback, provide frameworks and tools that can be applied in feedback conversations, and share her vision for moving towards a culture of feedback and learning.
Difficult Conversations in Creative Environments ~ IA Summit 2009Dan Brown
Information Architects work in environments that demand close collaboration with other people, primarily clients and colleagues. Design teams of any size need to manage the logistics of the design process, collaborate with each other to solve complex problems, and communicate those ideas effectively. Clients also exert pressure on the design team, presenting the design problem and vetting potential solutions. Successful senior designers and team managers must know how to navigate these waters delicately. Every one of these activities–from clarifying requirements to presenting design ideas to walking through revisions–requires working with other people. Every task on a design project has some element of communication and collaboration. And these infinite touchpoints within the team (designers, managers, stakeholders, and clients alike) represent risks to the project: one misstep and the project can come to a screeching halt.
This workshop is for information architects to help them understand and improve the core communications skills for working with teams and clients. Junior information architects seeking advancement will benefit from this opportunity to explore the crucial skills that separate them from senior designers.
It is the working relationship that is critically important in any successful mentoring program. Mentoring can truly be a life changing learning experience.
Feedback training visuals toolbox presentationPeter Zvirinsky
Feedback training visuals toolbox - communication concepts diagrams and illustrations: Feedback definition
Types of feedback, written and verbal feedback, 360 degree feedback. Giving and receiving feedback
Feedback guidelines, good and bad feedback messages.
This Presentation by the National Association of Distinguished Professionals details ways in which you can assert yourself at work that are positive and constructive, and will earn/gain respect for you as an employee of that entity.
This lesson, written by Phillip Hines, helps young people understand that respect for parents in the home leads to respect for other authority figures later. It is the 11th lesson in the PEARLS book for Lads to Leaders.
You Caught Me Monologuing: Effective Communications in SecurityPhilip Beyer
Are you achieving successful, repeatable results with your security program? How do you, your boss, and your organization each define success in security? Can you make it all work without burning yourself and your team out?
Information security professionals are not known for their “soft skills”, so let’s discuss some practical guidance for Blue Teams who want to improve the quality of their work and efficiency of their communication.
Agile Coaching - Giving And Receiving Feedback Jul14ajaysolucky
Agile Coaching - Giving And Receiving Feedback
Giving feedback and receiving feedback is a stress full process for both the giver and the receiver. It generally creates a negative atmosphere, a strained relationship. Learn the art of giving and receiving feedback to get results.
Do you find that you are repeating yourself? Are you often misunderstood or ignored? Is there a feeling of mistrust or self-preservation in your center? Authenticity is a key to effective leadership. Communication frustrations are often at the heart of conflict, poor morale, and classroom behavior issues. Directors struggle with finding the right balance of honesty and authenticity with staff, and teachers often misdirect children with confusing or even dishonest language. We will identify the keys to honest communication and learn to create a spirit of cooperation in your center and classrooms.
Leaders lead people. Realising that the greatest asset of any
organisation is its people, a leader will empower them and help
them to realise their own potential within the organisation. As
Jack Welch famously said, ‘Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’ Put another way, leaders create leaders.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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2. Introduction
Chris Dagenais
Point2 / Yardi Systems Inc.
Director – Point2 Development
12 years in the industry
Twitter: @mdchris
Email: mdchris@gmail.com
3. Foundation
• Just like any other relationship, a healthy team
is built on a foundation of good
communication
• Poor communication is an infection that will
slowly rot away the dynamic of your team
• Good communication will strengthen the
foundation allowing you build from there
4. Team Dynamics
• Have you worked on a team before?
• Ever wanted somebody to change their
behaviour but didn’t feel like you could?
• Ever been told to change something about
how you act in a way you didn’t appreciate?
5. Perception
• Managing how you are perceived is a full time
job at your full time job…
• Perception rarely matches intention,
especially if you aren’t mindful of it
7. Common Perceptions Mismatches
• If you interrupt people often
– Intention: you want to make sure you’re idea get
listened to and you feel you have interrupt people or
you never get a chance to talk
– People perceive that you don’t care about or value
what they have to say
• If you regularly show up late for meetings
– Intention: People regularly stop you as you walk by
and you want to always be helpful so you always stop
for a couple minutes to help them
– People perceive that you don’t respect them or their
time
8. Common Perception Mismatches
• When you argue about everything that wasn’t
your idea and won’t compromise
– Intention: You have a lot of ideas and very
passionately believe that they are the best option
– People perceive that you think you know everything
and care far more about yourself than the team
• When you make jokes about and belittle the skills
of others on the team
– Intention: you’re trying to be funny
– People perceive that you are arrogant, insensitive, and
uninterested in helping other team members grow.
9. Managing Perceptions
• Feedback is a great way to manage
perceptions
• Giving feedback to share your perceptions
with someone
• Requesting feedback to check that someone’s
perceptions match your intentions
10. Supervisor Feedback
• Important to know how your boss thinks
you’re doing
• You might respect the feedback, or might just
feel obligated to act on it
• Often considered a burden rather than a
privilege
11. Peer Feedback
• Peers have no “obligation” to give you
feedback
• Lack of obligation makes it more sincere and
powerful
12. Giving Feedback
• “Any fool can criticize, condemn and complain…and most
fools do” – Dale Carnegie
• Feedback should address behavior, not the
person
• It should be specific
• It should be timely
• Own your feedback, don’t wish-wash
• Understand that it is only feedback, the other
person is not obligated to do anything other than
listen.
13. Receiving Feedback
• Listen to the feedback. No…really.
• Remain open minded
• Don’t interrupt the person, it’s likely already
hard for them
• Ensure that you understand what they are
telling you, it’s ok to ask clarifying questions to
make sure
• Remind yourself the feedback is addressing a
behaviour
14. Conflict
• The reason people avoid giving feedback
• Lack of skill delivering or receiving feedback
can cause conflict, leading to less feedback in
the future
15. Bad feedback examples
• You talk too much in meetings
• People don’t seem to like you
• Your PRDC session was ok but could use some
work
• People complain about your attendance
16. Good feedback examples
• I thought your SDEC session would have been
better if you made smoother transitions between
sub-topics. It seemed to jump around which
made it harder for me to follow.
• In that meeting we just had there were several
instances where I tried to voice my opinion but
couldn’t because you raised your voice a bit every
time I tried to talk. When that happens it makes
me feel like you don’t care about what I have to
say.
17. Lets get this train moving!
• Ask your peers for feedback!
• You’re much more likely to get feedback if
people know you want it
18. Action Plan
• Describe to your team the benefits of good
feedback
• Propose your plan for regularly scheduled
feedback sessions going forward
19. Action Plan – Step 1
• Moderated weekly sessions
– Moderated by a trusted 3rd party
– Scheduled, not optional
– 2 pieces of positive and 2 of constructive feedback
must be delivered
– No response is allowed, only clarifying questions
20. Action Plan – Step 2
• Feedback sessions are still moderated
• Sessions are scheduled based on peers
specifying a specific person to give feedback
to
• Still recommend no responses
21. Action Plan – Step 3
• Team members will start randomly asking for a
feedback session with a specific individual
22. Action Plan – Step 4
• Team members voluntarily give each other
valuable feedback without needing a
moderator to feel comfortable
23. Why Feedback?
• What if we help our peers improve and they
leave?
• What if we don’t and they stay!
24. Why Feedback
• Promotes open communication
• Open communication is the foundation of
trust
• Improve respect level among teams
• Help people understand how their actions are
perceived
25. Wrapping Up
• Good communication is the foundation of
your team
• Being mindful of how you are perceived is
critical
• Nothing helps your team stay healthy like
regular honest constructive feedback!