This document provides biographical information about Joe Greenstein and Semira Rahemtulla, the co-founders of InnerSpace. It lists Joe Greenstein's previous roles including co-founder and CEO of Flixster, which was acquired by Warner Bros. in 2011. It also lists Semira Rahemtulla's previous roles such as co-founder and CEO of PlayTell, which raised seed funding but ultimately failed. The document appears to be introducing Joe Greenstein and Semira Rahemtulla to an audience and sharing their relevant professional backgrounds.
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.
MHA2018 - The Immunity to Change - How to discover individual or team resista...AgileDenver
Often we know what we need to change in our behaviors; however, for some reason we either don’t, won’t or can’t sustain the change. This session teaches a method, Immunity to Change, that can help get to the root of the resistance to those changes. This session introduces a method for discovering why we often know exactly what to do differently, but for whatever reason fail to do so. This is the face of really knowing, believing and wanting to change! In the session we explore the theoretical underpinnings of the Immunity to Change (ITC) method. And throughout the session each participant has the opportunity to build their own ITC map and perhaps discover meaning for a personal change in their lives.
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.
MHA2018 - The Immunity to Change - How to discover individual or team resista...AgileDenver
Often we know what we need to change in our behaviors; however, for some reason we either don’t, won’t or can’t sustain the change. This session teaches a method, Immunity to Change, that can help get to the root of the resistance to those changes. This session introduces a method for discovering why we often know exactly what to do differently, but for whatever reason fail to do so. This is the face of really knowing, believing and wanting to change! In the session we explore the theoretical underpinnings of the Immunity to Change (ITC) method. And throughout the session each participant has the opportunity to build their own ITC map and perhaps discover meaning for a personal change in their lives.
What doesn't kill you makes you stronger!
A presentation on the constructive ways for giving and receiving feedback—adapted from: "Developing Leadership Skills", by Alfred Darmanin
Ed Batista, The Art of Self-Coaching @StanfordGSB, Class 1: BEGINNINGSEd Batista
This is a condensed slide deck from my Winter 2020 section of The Art of Self-Coaching at the Stanford Graduate School of Business. Course materials are archived at https://www.edbatista.com/the-art-of-self-coaching-course.html
Giving and receiving feedback are tough for everyone. Who wants to criticize others or be criticized? Although managers have a duty to give honest feedback to staff and peers, many people resist change or differ on how to change—leading to interpersonal conflicts and impacting deliverables.
Ed Batista, The Art of Self-Coaching @StanfordGSB, Class 1: BEGINNINGSEd Batista
This is a condensed slide deck from my Fall 2019 section of The Art of Self-Coaching at the Stanford Graduate School of Business. Course materials are archived at https://www.edbatista.com/the-art-of-self-coaching-course.html
Ed Batista, The Art of Self-Coaching @StanfordGSB, Class 8: SUCCESSEd Batista
This is a slide deck from my Spring 2021 section of The Art of Self-Coaching at the Stanford Graduate School of Business. Course materials are archived at https://www.edbatista.com/the-art-of-self-coaching-course.html.
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
How to Really Listen & Ask Powerful Questions - Professional Coaching DojoGeorg Fasching
In an increasingly complex world coaching continues to gain importance. We often have the answer ourselves and just need to discover it.
Professional coaching helps people to accomplish this. The two initial coaching skills are listening and powerful questions. These are covered in this dojo pack with exercises for 1, 2, and 3 people.
Try it out, have fun, and let me know how it goes please.
Feedback and Coaching with the @StanfordBiz ECG, March 2016Ed Batista
A modified deck from a workshop I did on interpersonal feedback and coaching skills with the Stanford GSB Entrepreneurial Commitment Group in March 2016.
All the concepts presented in the workshop on leadership, communication, and effective teams held at InnerSpace in San Francisco on September 29, 2015.
What doesn't kill you makes you stronger!
A presentation on the constructive ways for giving and receiving feedback—adapted from: "Developing Leadership Skills", by Alfred Darmanin
Ed Batista, The Art of Self-Coaching @StanfordGSB, Class 1: BEGINNINGSEd Batista
This is a condensed slide deck from my Winter 2020 section of The Art of Self-Coaching at the Stanford Graduate School of Business. Course materials are archived at https://www.edbatista.com/the-art-of-self-coaching-course.html
Giving and receiving feedback are tough for everyone. Who wants to criticize others or be criticized? Although managers have a duty to give honest feedback to staff and peers, many people resist change or differ on how to change—leading to interpersonal conflicts and impacting deliverables.
Ed Batista, The Art of Self-Coaching @StanfordGSB, Class 1: BEGINNINGSEd Batista
This is a condensed slide deck from my Fall 2019 section of The Art of Self-Coaching at the Stanford Graduate School of Business. Course materials are archived at https://www.edbatista.com/the-art-of-self-coaching-course.html
Ed Batista, The Art of Self-Coaching @StanfordGSB, Class 8: SUCCESSEd Batista
This is a slide deck from my Spring 2021 section of The Art of Self-Coaching at the Stanford Graduate School of Business. Course materials are archived at https://www.edbatista.com/the-art-of-self-coaching-course.html.
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
How to Really Listen & Ask Powerful Questions - Professional Coaching DojoGeorg Fasching
In an increasingly complex world coaching continues to gain importance. We often have the answer ourselves and just need to discover it.
Professional coaching helps people to accomplish this. The two initial coaching skills are listening and powerful questions. These are covered in this dojo pack with exercises for 1, 2, and 3 people.
Try it out, have fun, and let me know how it goes please.
Feedback and Coaching with the @StanfordBiz ECG, March 2016Ed Batista
A modified deck from a workshop I did on interpersonal feedback and coaching skills with the Stanford GSB Entrepreneurial Commitment Group in March 2016.
All the concepts presented in the workshop on leadership, communication, and effective teams held at InnerSpace in San Francisco on September 29, 2015.
Founder Communication Workshop 07/02/215Hannah Knapp
All the concepts presented in the workshop on leadership, communication, and effective teams that InnerSpace held at YC in Mountain View on July 2, 2015.
All the concepts presented in the workshop on leadership, communication, and effective teams that InnerSpace held at YC in Mountain View on July 16, 2015.
This highly interactive workshop will feature 3 separate exercises, each focused on how to apply design thinking to building your team and culture.
Michael Dearing spent 6.5 years as an executive at eBay, became a professor at Stanford, and now is one of the most highly-respected and successful early-stage investors via his firm Harrison Metal.
We've all been there when communication breaks down. Frustration, irritation, even anger ensues as we ask: How can I get her to see things my way? How can I get him to focus on the real issue? Why is she being so difficult? What if the questions we asked ourselves instead were: What is she really saying? What is the central feeling? What is his implicit hope, intent, or fear? In this workshop, we'll play with these new questions and practice the kind of listening that will help your relationships flourish.
9. We will…
– Give you our best
– Take breaks
– End on time
What else would be helpful for you?
Working AgreementsWorking Agreements
10. We ask you to…
Respect
confidentiality
Photo by Vox Efx [link]
Working Agreements
11. We ask you to…
Challenge yourself
Photo by Daniel Oines [link]
Working Agreements
12. We ask you to…
Minimize
distractions
Photo by Robert S. Donovan [link]
Working Agreements
13. Photo by Luz Adriana Villa [link]
We ask you to…
Wait for breaks &
Return on time
Working Agreements
14. We ask you to…
– Challenge yourself
– Respect confidentiality
– Minimize distractions
– Wait for breaks & return on time
Can we all commit to this?
Working AgreementsWorking Agreements
15. Photo by Theresa Thompson [link]
Disclosure & Vulnerability 40 mins
Team & Culture 30 mins
Break 10 mins
Feedback & Influence, part 1 50 mins
Break 10 mins
Feedback & Influence, part 2 50 mins
Closing 15 mins
TOTAL 4 hrs
Agenda
18. Feelings & Emotions – Why??
Everyone feels them;
we just pretend we
don’t.
Convey crucial
information; absence
of emotion leaves
out half the story.
Emotions indicate
importance. Most
powerful motivator?
They are
an early warning
system
Feelings & Emotions – Why??
19. Exercise #2: Introduce Yourselves
• Find a partner you DON’T KNOW
• 2 min to introduce yourself. Then switch.
20. How was that?
• What did you notice?
• How did it feel hearing the first intro?
• How did it feel describing yourself differently?
21. Self-Disclosure
Will I be less
liked,
respected,
influential
(leader-like)?
Is it relevant?
Will it further the
discussion – the
relationship?
Will others
use this
information
against me?
How will
others
see/assess/
judge me?
“What in
my ‘bubble’
should I
share?”
We are constantly
making the choice of
letting our self be
more fully known
Self-Disclosure
23. Authentic Leaders
“The single factor distinguishing top quartile
managers from bottom quartile managers was
strength of affection – both given & received –
with their team.”
--“Encouraging the Heart: A Leader’s Guide to Recognizing and Rewarding Others”, Kouzes & Barry
Authentic Leaders
24. Authentic Leaders
You prefer to look strong rather than “weak.”
Problem: Everyone knows that.
Result: Willingness to show (some)
“weakness” is perceived as sign of strength.
Paradox of Trust?
26. Benefits of Self-Disclosure / Vulnerability
1. Disclosure & vulnerability are critical to
connection.
2. Effective leaders form strong connections.
Conclusion: Consider being more open.
The Bottom Line
28. Photo by Woodleywonderworks [link]
Effective Teams
1. Participation
2. Collaboration
3. Cooperation (Commitment)
Research: All of these are correlated to
Group EQ
“Building Emotional Intelligence”, Wolfe & Druskat, Harvard Business Review, 2004
37. Benefits of Self-Disclosure / VulnerabilityWhy is Feedback Important?
1. Personal Development
2. Team Effectiveness
3. Stronger Relationships
Bottom Line: Feedback is how we grow
39. Photo by State Farm [link]
Social situations ≈ Physical threats
Threat Response
40. Photo by Andrew Vargas [link]
David Rock
What social
situations trigger
a threat response?
Status
Certainty
Autonomy
Relatedness
Fairness
SCARF Model
41. So… how do we communicate feedback
while minimizing defensiveness?
43. Benefits of Self-Disclosure / VulnerabilityHow to Give Effective Feedback
1. Focus on specific, observable behavior
2. Describe the impact of that behavior on you
3. Do not address the other person’s motives or
intentions
(Do ask about them & listen actively if they choose to
share.)
Stay on your side of the net!
44. Benefits of Self-Disclosure / VulnerabilityThe Simplest Feedback Model
When you do [x], I feel [y].
(and optionally)
The story in my head is… (z)
Can you tell me what’s going on for you?
45. Benefits of Self-Disclosure / VulnerabilityLet’s try some examples…
1. Semira, you clearly don’t care about this presentation.
2. Semira, I noticed that you are looking at your phone. You
are clearly bored with this presentation.
3. Semira, I noticed that you are looking at your phone. I am
feeling anxious about what message that might send to
others in the room.
46. Exercise #4: A Difficult Other
Think of someone in your life whom you want to influence/give
constructive feedback
• Have issue; some concern about how to raise
• Not most impossible; but challenging
• Want something from/more functional relationship; have more influence
e.g. peer, colleague, boss, friend, SO, family member
Reflect:
• Behaviors/Actions you find problematic
• Effect/impact of those behaviors on you
• Cost?
• Your needs? Their needs?
47. Exercise #4: A Difficult Other
Find a NEW partner
• Decide who is Person A and Person B
• Person A describes their difficult other to B
• A will then act as Difficult Other
• B will act as A, giving feedback to difficult other
• Switch & Repeat
48. How was that?
• What worked to influence you? What didn’t?
• Did you learn anything by playing the role of
Difficult Other?
• Are you going to give it a try for real?
50. Benefits of Self-Disclosure / VulnerabilityTips for Receiving Feedback
• Look for “Grains of Truth”
– Learning is better than being right
– Goal is understanding, not winning
• Listen and ask clarifying questions
• Acknowledge your feelings
• Gift mentality
– Say “Thank you!”
51. Benefits of Self-Disclosure / VulnerabilityTips for Complimentary Feedback
• Give more!!!
• Do not praise to buffer criticism
– Avoid “The Sandwich”
• Do not praise to overcome resistance
• Avoid platitudes. Be specific:
– Weak: “Joe, you’re killing it.”
– Strong: “Joe, I’ve noticed you’ve been on time to almost
every meeting this week. I feel grateful for the extra effort.”
52. Benefits of Self-Disclosure / VulnerabilityTips for Constructive Feedback
• Assume good intent; be curious
• Use a soft start
– Emphasize mutual goals & positive intent:
My intention is… / This matters to me because…
When you do [x], I feel [y].
• Be aware of your own stress
• Goal is joint problem solving
53. Benefits of Self-Disclosure / VulnerabilityLast Reminder
Stay on your side of the net
When you do [x], I feel [y].
Use the Vocabulary of Emotions.
54. Benefits of Self-Disclosure / VulnerabilitySuggested Topics For Feedback
Work Product
– Timeliness, quality, quantity,
focus area
Communication & Management
– Too much/little
– Choice of format
– Email etiquette
– Language choices,
communication style with others
– Transparency of project status,
hiring/firing/promotions
Role Modeling & Presence
– What energy do you feel from
this person?
– How do they impact others?
– What do they model well?
– Anything you worry about?
– Arrival/departure times
– How they speak/listen/act/dress