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Mastering Feedback: You, the Team, the Product
The document discusses the dynamics and importance of feedback within teams, emphasizing the need for clarity, specificity, and the balance between positive and negative feedback. It outlines strategies for requesting, giving, and receiving feedback while highlighting the role of trust and safety in fostering an open feedback culture. Key concepts include the need for genuine care in communication, the impact of feedback on team performance, and the importance of acknowledging all feedback, regardless of its nature.
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Mastering Feedback: You, the Team, the Product
- 1. Davide ‘Folletto’ Casali MASTERING FEEDBACK YOU,THE TEAM, THE PRODUCT
- 2. Manifesto Ibridi F EL L O W DESIGN DIRECTOR ADVISOR NIGHT.EU MENTOR
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- 5. “ ” Daniel Kahneman We arestatistically punished for rewarding others and rewarded for punishing them.
- 6. REGRESSION TO THEMEAN Positive reinforcement seems not working. Negative reinforcement seems working.
- 7. POSITIVE & NEGATIVEFEEDBACK? Positive Negative
- 8. POSITIVE & NEGATIVEFEEDBACK? Positive Negative “Feels good” “Feels bad”
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- 11. ATTITUDE Undermining We want genuinecare Supportive
- 12. Radical Candor by KimScott Ruinous Empathy Radical Candor Manipulative Insincerity Obnoxious Aggression CAREPERSONALLY CHALLENGE DIRECTLY
- 13. Rude is NOTsynonymous of sincere. Rude is NOT synonymous of sincere. Rude is NOT synonymous of sincere. Rude is NOT synonymous of sincere. Rude is NOT synonymous of sincere. Rude is NOT synonymous of sincere. Rude is NOT synonymous of sincere.
- 14. FORM We want clarity Communicationstyles differ. Language barriers. Cultural differences impact reception. Assume misunderstandings.
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- 18. HOW TO ASK FORFEEDBACK PART I
- 19. Be Explicit Crystal clearrequests.
- 20. Level of feedback Specifywhat you are looking for, and what you’re not looking for.
- 21. Ask specific questions Bespecific, but don’t prime.
- 22. Not* Anonymous Be explicit…*if possible.
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- 24. Did they ask forfeedback? YES NO Give feedback Ask if they want feedback
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- 26. Be Timely When thingshappen.
- 27. Be Timely Nobody likesto rework.
- 28. Be Timely Don’t killa win moment.
- 29. Explicit Assumptions Clarify whereyou are coming from.
- 30. Ask & Saythe Obvious “I think X is why, is that correct?”
- 31. Don’t make itpersonal Review “you” for “this”.
- 32. If it ISpersonal… Assume they know, and they are having an hard time dealing with it.
- 33. POINT & SHIFT “Thisis the issue in my view, here’s a suggestion to fix it”
- 34. What about thesh*t sandwich?
- 35. Let’s add anotherelement: time.
- 36. All criticism, oncein a while… rarely effective.
- 37. Both criticism andpraise… makes praise fake.
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- 39. “ ” Christine Porath, HBR High-performingteams share nearly six times more positive feedback than average teams. Marcial Losada, Emily Heaphy (2004) The Role of Positivity and Connectivity in the Performance of Business Teams
- 40. CONTENT Confirmation boosts skills Adjustmentremoves downsides
- 41. CONTENT Confirmation Validates direction anddecisions. Gives boost to morale. Reduces impostor syndrome. Reinforces belonging. Builds trust.
- 42. CONTENT Removes downsides. Allows personand project to grow. Provides a way forward. Makes confirmations stronger. Builds trust. Adjustment
- 43. “ ” Daniel Kahneman True intuitiveexpertise is learned from prolonged experience with good feedback on mistakes.
- 44. SAFE ZONE Do theyfeel safe?
- 45. SAFE ZONE Admit errors. Showvulnerability. Accept errors. Say “Sorry” Give agency.
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- 50. Split the personal andthe objective.
- 51. Split the problem fromthe solution.
- 52. Assess their assumptions: whatdo they know? what’s their history?
- 53. Pair up Find someoneto review your take.
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- 56. Approach it likeresearch
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- 58. Which group dothey represent?
- 59. Where is thefeedback given?
- 60. Are you theright person to answer?
- 61. You don’t haveto answer everyone Not all feedback is equal — but acknowledge all!
- 62. “ ” Bruce Lee To me,the function and duty of a quality human being is the sincere and honest development of one’s potential.
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