High performing teams with feedback and radical candour
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In this talk we uncover the importance of High Performing Teams and discover how we can create a culture of Radical Candour and Feedback to facilitate this.
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High performing teams with feedback and radical candour
- 1. High Performing teams with Feedback & Radical Candour Tim Newbold - Cofounder Skillfire.co @timnwbld tim@skillfire.co https://www.linkedin.com/in/timnewbold/
- 3. Feedback (noun) The return to the input of a part of the output of a machine, system, or process Reinforcing Corrective
- 5. What are you hoping to get out of tonight?
- 8. 3 key pieces of research 1. Strong team engagement is built on a culture of honest feedback 2. High performing teams show equal share of voice 1. The existence of feedback within a team is a strong predictor of self assessed performance
- 9. Tools & Techniques for Radical Candour & Feedback
- 11. Radical Candour
- 12. What are your go to Feedback methods?
- 13. The Feedback Sandwich (Positive - Constructive - Positive) AKA the Turd Sandwich
- 16. Situation Give context with a situation For example: "During yesterday morning's team meeting, when you gave your presentation..." "At the client meeting on Monday afternoon..."
- 17. Behavior Describe the specific behaviors that you want to address & only those observed directly. Don’t make assumptions or subjective judgments. "During yesterday morning's team meeting, when you gave your presentation, you were uncertain about two of the slides, and your sales calculations were incorrect." "At the client meeting on Monday afternoon, you ensured that the meeting started on time and that everyone had handouts in advance. All of your research was correct, and each of the client's questions were answered."
- 18. Impact The last step is to use "I" statements to describe how the other person's action has affected you or others. "During yesterday morning's team meeting, when you gave your presentation, you were uncertain about two of the slides and your sales calculations were incorrect. I felt embarrassed because the entire board was there. I'm worried that this has affected the reputation of our team." "At the client meeting on Monday afternoon, you ensured that the meeting started on time and that everyone had handouts in advance. All of your research was correct, and each of the client's questions were answered. I'm
- 20. Effective feedback traits Come prepared with information and data Always describe behaviors, don't judge Consider how the feedback relates to their goals/aspirations Give Feedback as quickly as possible Coach a way to an answer
- 21. Feel Felt Found Dealing with destructive feedback about someone else
- 22. Team based feedback with Kudos Cards
- 23. Receiving feedback 1. Ask for it 2. Enquire, but don’t argue 3. Take it onboard, but be mindful of relevance 4. Ask for ideas 5. People are terrible at feedback, support them 6. Thank them for such a wonderful gift!
- 24. 1. Establish a safe environment 2. Model it yourself 3. Explore approaches with your team 4. Establish it as a norm 5. Create a regular cadence Creating a culture of feedback
- 25. Summing it up Remember to give Positive and Constructive Feedback Focus on the event and facts, no assumptions Don’t feed people a shit sandwich Give feedback with Situation, Behaviour & Impact Listen actively Discuss approaches as a team
- 26. Next steps…. Go to work tomorrow and do two things: Ask for feedback from someone Offer feedback to someone (constructive or positive)
- 27. Questions?
Editor's Notes
- Skillfire works with forward thinking organisations to overcome their greatest challenges through innovation, agility & deep cultural change
- Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition by Lyssa Adkins Higher we we go, we quickly lose collaboration, then it hits outright attacks and malice Feedback and candour help us navigate down the 5 conflict levels
- Tonight Understand the research Explore radical candour Discover some feedback tools Learn how to create a culture of feedback
- A self organising team who work together to create exceptional outcomes, and are resilient when faced with a challenge. Disagreements are seen as positive.
- Study commencing in 2012 to uncover tenants of a high performing team Safety - Take risks and discuss outcomes, be vulnerable and have a honest conversation A culture of radical candor and feedback is a foundation as it allows us to fill gaps which arise in these domains. The study started in 2012. Learn more here: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
- http://www.forbes.com/sites/joefolkman/2013/12/19/the-best-gift-leaders-can-give-honest-feedback/ conducted by Zenger Folkman, looking for comon paterns exhibited by highly engaged teams https://hbr.org/2012/04/the-new-science-of-building-great-teams&ab=Article-Links-End_of_Page_Recirculation MIT - comm patters of poorly performing teams and high performing teams (Researchers strapped call centre staff, tracked interactions, 1-2 dominated for poor, even spread for good). Feedback and safety drive this culture. http://www.epsyconsultancy.com/resources/Speaking%20Out-productivity.pdf Survery of 158 employees, tells interesting tale around self perception Almost everyone loves receiving feedback, but hates giving it & Most employees prefer corrective feedback to praise and recognition - https://hbr.org/2014/01/your-employees-want-the-negative-feedback-you-hate-to-give/ Following-up feedback is critical for improving performance- https://www.tamu.edu/faculty/payne/PA/Walker%20&%20Smither%201999.pdf The more you listen, the better others think you are at giving feedback - https://hbr.org/2015/04/the-assumptions-that-make-giving-tough-feedback-even-tougher
- A lack of candour breeds confusion and miss information. On the back of chinese whispers, top executives are operating on misinformation.
- Kim Scott - bullshit-free zones where people love their work and working together. Ran a study of leaders with engaged teams at Google 4 quadrants Aggression - flip out over something. These are your assholes. Manipulative - trying to achieve your own goals. The box where weasels hang out. Ruinous empathy - pat the, on the back, it's it you, it's them. Dangerous territory. BA Story. Candour - genuine, honest and helpful feedback. Trusted advisors. Engaged friends. If you care, give feedback. It's one of the most precious gifts you can give. Image:http://firstround.com/review/radical-candor-the-surprising-secret-to-being-a-good-boss/
- Comes across as ingenuine and patronising. Feedback can get lost in the middle
- Created by the Centre for Creative Leadership Image source: https://www.radicalcandor.com/blog/give-humble-feedback/
- Put the feedback into context giving a specific situation and event
- For example, if you observed that a colleague made mistakes in a presentation, you should not assume that they hadn't prepared thoroughly. You should simply comment that your colleague made mistakes – and, ideally, you should note what the mistakes were.
- Once you’ve provided the feedback, you may need to prompt the conversation to progress. Using an open ended question: What’s your take? How did you feel about the situation? But don’t be afraid of silence
- Old sales technique for objections Encourage a direct conversation having deescalated the conflict
- From Mgmt 3.0 Everyone writes a note recognising a team member for something positive Place it in a box Read them out as a team Do it at a regular cadence https://management30.com/product/kudo-cards/
- Culture
- Or, what are you going to do differently on the back of this feedback