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The kaizen of interpersonal feedback - Agile Manchester
The document discusses the importance and methods of interpersonal feedback, particularly in agile settings. It outlines dos and don'ts for giving and receiving feedback, as well as various tools and exercises to enhance feedback practices among individuals and teams. Key concepts include the Johari Window model for self-awareness and the significance of continuous, timely feedback for personal and organizational growth.
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The kaizen of interpersonal feedback - Agile Manchester
- 1. The Kaizen of Interpersonal Feedback 9May 2018 Carlo Beschi - Agile Coach Manuele Piastra - Agile Coach
- 2. 2 What did yousee?
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- 4. What’s on theMenu? ▫ Hello! ▫ Interpersonal feedback - what, why & how ▫ DOs and DON'Ts ▫ 121 feedback: a roleplay ▫ 121 feedback: tools ▫ Team feedback: tools ▫ Team Feedback: The Johari window ▫ Q&A 4
- 5. /Me ▫ Working asan Agile Coach ▫ Technical background ▫ Agile practitioner since 2005 ▫ Sincerely passionate about collaborative, iterative, experimental approach to digital products development ▫ A web guy, with expertise in small to medium companies (3 to 800 devs) 5 @carloz
- 6. /Me ▫ JavaScript guysince 2000 ▫ Agile addict since 2006 ▫ Helping teams & organizations toward agility ▫ Continuous learner ▫ Android developer 6 @manupia
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- 8. Exercise: The Knowsy Game ▫Sit in a group (4 people) ▫ Say 3 things about yourself ▪ 2 are true ▪ 1 is a lie ▫ People need to guess the lie “I starred in a soap opera” “I speak five languages” “I can lick my own elbow” 8 (9 mins)
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- 10. Feedback: a definition ▫Giving valuable information to another person to help them improve ▫ Feedback is given to strengthen confidence & improve effectiveness 10 Feedback is a gift
- 11. Feedback at work. Why? 11 Tellme again Why do we need Feedback? ▫ Modern architectures are complex & distributed ▫ People with different skills and mindsets need to collaborate ▫ We operate in VUCA settings (Volatile, Uncertain, Complex, Ambiguous) ▫ Collaboration is key for performance
- 12. Useful on different levels 12 ▫Personal effectiveness & growth ▫ Team effectiveness & growth ▫ Organizational effectiveness & growth
- 13. Exercise: Feedback & You ▫Create groups (4 people) ▫ Answer these questions: ▪ How much time do you spend, per week, on giving/receiving feedback? ▪ Describe a recent, concrete, scenario of you giving/receiving feedback at work & the outcome? 13 (9 mins) 1 min to think 2 min to share with a peer 4 to share in the group
- 14. 14 What did yousee?
- 15. Playback: How much timeon Feedback? ▫ PWC Survey: > 75% of respondents believe that feedback is valuable ▫ 45% of respondents also value feedback from their peers & clients or customers ▫ < 30% said they receive it ▫ Not once a year, give & get feedback every month 15
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- 17. 17 121 Feedback DOs &DON’Ts
- 18. Giving Feedback toanother person: DOs ▫ Timely ▫ Safe ▪ ask for permission ▪ private ▫ Be mindful of how you communicate ▫ Offer your help ▫ Describe the impacts (I-message) 18
- 19. Giving Feedback toanother person: DOs 19
- 20. Giving Feedback toanother person: DON’Ts ▫ Don’t use negatives + but ▫ Don’t “should” people ▫ Avoid always/never/why ▫ Turn feedback into a judgement 20
- 21. Receiving Feedback from anotherperson ▫ Say “Thanks!” ▫ Nothing else? Well… Avoid ▫ Excuses ▫ Defensive attitude Prefer ▫ Listen carefully ▫ Ask questions ▫ Discuss improvements 21
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- 23. 23 What did yousee?
- 24. 24 Structured 121s: Driving valuableconversations
- 25. Concerns Goals Review Questions Need helpwith GOAL SCORE (1-5) Help with Who New Actions 1 2 1 09/05/18
- 27. 27 Give us afeedback
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- 29. Appreciation Cards ▫ Downloadthem ▫ Print (& laminate) ▫ Every iteration: 10 minutes for appreciation ▫ Collected information can be introduced in the discussion with your peers or line manager ▫ Gamify! 29
- 30. Team orientation meeting ▫Define roles ▫ What is expected from everyone to succeed as a team? ▫ What behaviours help us, what don’t? ▫ What are our values? 30
- 31. The Johari WindowModel ▫ Helps understand relationship with yourself & others ▫ Psychologists Joseph Luft & Harrington Ingham (1955) ▫ The goal is to make your “Arena” bigger 31
- 32. Exercise: The JohariWindow ▫ Groups of 4 people ▫ Choose 5 adjectives that describe you ▫ Your teammates will also choose 5 adjectives for you ▫ See how many matches you have ▫ Discuss those falling in the blind/hidden area 32 (19 mins)
- 33. 33 What did yousee?
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- 35. 35 Assets & Refs ●Appreciation Cards ● 1 2 1 Template ● Non violent communication (book) ● Radical candor (book)
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- 37. The Radical CandorApproach 37 ▫ “The ability to Challenge Directly and show you Care Personally at the same time” ▫ Be kind & clear ▫ Be specific & sincere
- 38. Get Feedback The Wheelof Work 38
- 39. Wheel of Workexercise ▫ Define an “Angel” ▫ Rate your areas ▫ Discuss your rating with your Angel ▫ Define goals for self improvement ▫ Meet regularly with your Angel to collect feedback 39