This is the Next Jump tool kit for employees to get started giving and receiving feedback. This is focused on building the habits of feedback, based on the lessons and insights from Next Jump.
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.
This document discusses giving and receiving feedback. It covers:
1. The benefits of feedback such as improved performance and building better relationships.
2. Different learning styles like activists, reflectors, theorists and pragmatists and how these may impact receiving feedback.
3. Tips for both giving and receiving feedback effectively, including being specific, focusing on behavior not personality, and using active listening skills.
4. Potentially difficult scenarios for giving feedback and things to watch out for like biases. Regular practice is emphasized for developing feedback skills.
Learning Feedback with LEGO - The Building Blocks of Giving and Receiving Fee...Arthur Doler
This document provides guidance on effectively giving and receiving feedback. It discusses the different types of feedback (appreciation, coaching, evaluation) and mirrors (supportive, honest). It also covers common feedback triggers related to truth, relationships, and identity. Strategies are presented for unpacking labels, addressing triggers, and having a productive feedback conversation using techniques like active listening and problem solving. The overall message is that feedback is important for growth but often fails due to poor delivery; following best practices can help overcome challenges and make feedback more effective.
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.
There is an art to giving and receiving feedback. To get better, feedback is necessary – but it also can backfire if handled poorly. This session is for managers and non-managers and addresses the art of feedback and working with subordinates or peers/team members.
Giving and receiving feedback helps improve performance and interactions with others. When giving feedback, do so constructively by focusing on positives and being timely. Address issues close to when they occurred. Both the giver and receiver should aim to make it a learning experience, not a criticism. The receiver should listen actively without rejecting the feedback, and ask questions to better understand and apply the feedback.
Motivational interviewing is a counseling technique used to encourage behavior change by helping subjects identify personal reasons for making changes. It is based on the stages of change model and involves expressing empathy, developing a discrepancy between current behavior and goals, avoiding argumentation and rolling with resistance, and supporting self-efficacy. The core principles include expressing understanding of the subject's perspective, creating an awareness of how current behaviors do not align with goals, shifting perspectives when met with resistance rather than confronting, and emphasizing the subject's ability to change.
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.
This document discusses giving and receiving feedback. It covers:
1. The benefits of feedback such as improved performance and building better relationships.
2. Different learning styles like activists, reflectors, theorists and pragmatists and how these may impact receiving feedback.
3. Tips for both giving and receiving feedback effectively, including being specific, focusing on behavior not personality, and using active listening skills.
4. Potentially difficult scenarios for giving feedback and things to watch out for like biases. Regular practice is emphasized for developing feedback skills.
Learning Feedback with LEGO - The Building Blocks of Giving and Receiving Fee...Arthur Doler
This document provides guidance on effectively giving and receiving feedback. It discusses the different types of feedback (appreciation, coaching, evaluation) and mirrors (supportive, honest). It also covers common feedback triggers related to truth, relationships, and identity. Strategies are presented for unpacking labels, addressing triggers, and having a productive feedback conversation using techniques like active listening and problem solving. The overall message is that feedback is important for growth but often fails due to poor delivery; following best practices can help overcome challenges and make feedback more effective.
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.
There is an art to giving and receiving feedback. To get better, feedback is necessary – but it also can backfire if handled poorly. This session is for managers and non-managers and addresses the art of feedback and working with subordinates or peers/team members.
Giving and receiving feedback helps improve performance and interactions with others. When giving feedback, do so constructively by focusing on positives and being timely. Address issues close to when they occurred. Both the giver and receiver should aim to make it a learning experience, not a criticism. The receiver should listen actively without rejecting the feedback, and ask questions to better understand and apply the feedback.
Motivational interviewing is a counseling technique used to encourage behavior change by helping subjects identify personal reasons for making changes. It is based on the stages of change model and involves expressing empathy, developing a discrepancy between current behavior and goals, avoiding argumentation and rolling with resistance, and supporting self-efficacy. The core principles include expressing understanding of the subject's perspective, creating an awareness of how current behaviors do not align with goals, shifting perspectives when met with resistance rather than confronting, and emphasizing the subject's ability to change.
The document provides guidance on how to properly give constructive feedback to employees. The purpose of feedback should be to improve future performance, not dwell on past mistakes. Feedback works best when it describes specific behaviors, explains the impact on others, and establishes clear expectations for improved future performance. The feedback process involves listening to the employee's perspective, and jointly developing a plan for measuring improved behaviors going forward.
Training Slide Deck
Tips on Difficult Conversations
-What to think about when preparing for difficult conversations
-Things to remember during difficult conversations
- Top 6 mistakes that can turn difficult conversations into disasters.
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
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.
The document discusses giving and receiving feedback effectively. It recommends that when giving feedback, one should be specific, sensitive to the recipient's goals, timely, descriptive, and non-judgemental. When receiving feedback, the recipient should be open-minded, attentive, and avoid making excuses to disregard the feedback. Giving and receiving feedback are skills that improve with practice.
The document outlines an agenda for a training session on giving effective feedback. The session will discuss strategic alignment with organizational goals, define key terms, cover the essentials of effective feedback, review sources and opportunities for feedback, and techniques for receiving feedback. Attendees will practice skills and provide evaluations of the training. The overall vision is to transform state government into a high-performance organization through human resources services including developing employees with feedback.
Most of the Managers fail to keep a blend of motivation and improvement while giving feedback to their team members. This presentation will help you give feedback effectively.
The document provides guidance on how to effectively give constructive feedback in 3 steps:
1. Set clear goals and expectations upfront. Document any changes to goals over time for clarity.
2. Gather relevant facts by understanding what happened, what the expectations were, and why feedback is being provided.
3. Provide feedback using various tools and techniques - give both positive and challenging feedback, use examples, get the recipient's perspective, and suggest goals for improvement. The feedback should be focused on observable behaviors and facts rather than judgments.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
Effective feedback should be specific, describe observable behaviors, judge the actions not the individual, and be delivered respectfully and constructively. It works best when delivered sooner rather than later, focuses on the impact or results of the behavior, and avoids threats, advice-giving or psychoanalyzing unless requested. The goal is to inspire improvement by addressing what was unhelpful or counterproductive in a way that promotes forward progress.
Giving effective feedback requires proper preparation, delivery, and follow up. The feedback provider should understand the purpose, create a safe environment, maintain a positive tone, and be specific in their observations. When giving feedback, it is helpful to use the STAR method to describe the situation, task, action, and result. Feedback should be a regular occurrence and the recipient should be open to understanding the feedback without becoming argumentative.
This document outlines a communications lab on giving and receiving feedback. The objectives are to learn effective strategies for giving feedback in a constructive way and receiving feedback well. The agenda includes sections on giving positive and constructive feedback using specific formulas and guidelines. It also covers receiving feedback by actively listening and asking questions. Participants will practice these skills through role plays and exercises. The document provides resources for additional feedback-related training opportunities.
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
The document discusses the importance of providing effective feedback and outlines four steps and techniques for doing so, including setting clear objectives, observing performance, giving immediate feedback, and recognizing positive performance. It also provides tips for giving constructive feedback such as being specific, using the I technique, ending on a positive note, and recognizing improvement. The conclusion restates that meaningful feedback reinforces good performance and encourages growth.
The purpose of providing and receiving feedback is to help people improve and become self-aware by highlighting what works and what needs improvement, and to foster critical self-reflection. Effective feedback is a dialogue that uses the CAPS method ("Compliment", "Appreciation", "Possibility", "Support") and follows tips like making it about the content rather than the person, listening, and being consistent but not instructive unless also teaching. The goal is improvement, not making people feel good.
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
This document discusses building a culture of feedback within organizations. It outlines several challenges such as a lack of opportunities to make mistakes, little candid feedback, and coaching being intense or only for senior leaders. It then describes setting up a "Developmental Gym" to practice giving feedback daily in all directions. Coaching focuses on building awareness, identifying root causes, and holding people accountable. The goal is to create a feedback system focused on outcomes and development rather than being outcome-focused alone. It provides lessons on giving and receiving feedback, including making feedback a regular muscle, focusing on the truth, and viewing feedback as helpful data for improvement rather than criticism.
The document provides guidance on how to properly give constructive feedback to employees. The purpose of feedback should be to improve future performance, not dwell on past mistakes. Feedback works best when it describes specific behaviors, explains the impact on others, and establishes clear expectations for improved future performance. The feedback process involves listening to the employee's perspective, and jointly developing a plan for measuring improved behaviors going forward.
Training Slide Deck
Tips on Difficult Conversations
-What to think about when preparing for difficult conversations
-Things to remember during difficult conversations
- Top 6 mistakes that can turn difficult conversations into disasters.
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
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.
The document discusses giving and receiving feedback effectively. It recommends that when giving feedback, one should be specific, sensitive to the recipient's goals, timely, descriptive, and non-judgemental. When receiving feedback, the recipient should be open-minded, attentive, and avoid making excuses to disregard the feedback. Giving and receiving feedback are skills that improve with practice.
The document outlines an agenda for a training session on giving effective feedback. The session will discuss strategic alignment with organizational goals, define key terms, cover the essentials of effective feedback, review sources and opportunities for feedback, and techniques for receiving feedback. Attendees will practice skills and provide evaluations of the training. The overall vision is to transform state government into a high-performance organization through human resources services including developing employees with feedback.
Most of the Managers fail to keep a blend of motivation and improvement while giving feedback to their team members. This presentation will help you give feedback effectively.
The document provides guidance on how to effectively give constructive feedback in 3 steps:
1. Set clear goals and expectations upfront. Document any changes to goals over time for clarity.
2. Gather relevant facts by understanding what happened, what the expectations were, and why feedback is being provided.
3. Provide feedback using various tools and techniques - give both positive and challenging feedback, use examples, get the recipient's perspective, and suggest goals for improvement. The feedback should be focused on observable behaviors and facts rather than judgments.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
Effective feedback should be specific, describe observable behaviors, judge the actions not the individual, and be delivered respectfully and constructively. It works best when delivered sooner rather than later, focuses on the impact or results of the behavior, and avoids threats, advice-giving or psychoanalyzing unless requested. The goal is to inspire improvement by addressing what was unhelpful or counterproductive in a way that promotes forward progress.
Giving effective feedback requires proper preparation, delivery, and follow up. The feedback provider should understand the purpose, create a safe environment, maintain a positive tone, and be specific in their observations. When giving feedback, it is helpful to use the STAR method to describe the situation, task, action, and result. Feedback should be a regular occurrence and the recipient should be open to understanding the feedback without becoming argumentative.
This document outlines a communications lab on giving and receiving feedback. The objectives are to learn effective strategies for giving feedback in a constructive way and receiving feedback well. The agenda includes sections on giving positive and constructive feedback using specific formulas and guidelines. It also covers receiving feedback by actively listening and asking questions. Participants will practice these skills through role plays and exercises. The document provides resources for additional feedback-related training opportunities.
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
The document discusses the importance of providing effective feedback and outlines four steps and techniques for doing so, including setting clear objectives, observing performance, giving immediate feedback, and recognizing positive performance. It also provides tips for giving constructive feedback such as being specific, using the I technique, ending on a positive note, and recognizing improvement. The conclusion restates that meaningful feedback reinforces good performance and encourages growth.
The purpose of providing and receiving feedback is to help people improve and become self-aware by highlighting what works and what needs improvement, and to foster critical self-reflection. Effective feedback is a dialogue that uses the CAPS method ("Compliment", "Appreciation", "Possibility", "Support") and follows tips like making it about the content rather than the person, listening, and being consistent but not instructive unless also teaching. The goal is improvement, not making people feel good.
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Developing the Coaching Skills for Your Managers and LeadersErin Boettge
What are the obligations of managers? The answer to this question varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma.
Managers may have to perform well, depending upon a variety of situations at various places along a continuum, ranging from ensuring employees comply with established processes and procedures at one end, to career development and skill improvement towards the other end. Who’s to say which of the outcomes is more or less important?
In fact, we’d probably agree that the outcomes suggested by such a continuum are all important depending upon the situation. With so many possible outcomes and objectives legitimately competing for our managers’ attention, are there a set of uniform skills or competencies we can use to guide our managers ongoing training and development?
In this webinar you’ll learn:
Why coaching skills are important for your managers, leaders and organization
What is coaching and how to apply key skills to align with specific employees and situations
An overview of traditional coaching models and what you can do to improve them
How we can get managers to make time to coach
A “coaches toolkit” that includes emerging competencies for managers and leaders
The key difference between coaching and mentoring
This document discusses building a culture of feedback within organizations. It outlines several challenges such as a lack of opportunities to make mistakes, little candid feedback, and coaching being intense or only for senior leaders. It then describes setting up a "Developmental Gym" to practice giving feedback daily in all directions. Coaching focuses on building awareness, identifying root causes, and holding people accountable. The goal is to create a feedback system focused on outcomes and development rather than being outcome-focused alone. It provides lessons on giving and receiving feedback, including making feedback a regular muscle, focusing on the truth, and viewing feedback as helpful data for improvement rather than criticism.
The document provides an overview of the BUILD process for developing entrepreneurial solutions to social issues. The BUILD process involves five steps: Believe, Understand, Invent, Listen, and Deliver. It describes how each step was applied to develop solutions for improving curriculum and hygiene awareness at Ikageng Crèche in South Africa. Under the "Understand" step, community needs were identified in areas like curriculum, hygiene, and outdoor space. Under "Invent", potential solutions were brainstormed like new curriculum, games, and advertising. Through "Listen", feedback was gathered and solutions like new curriculum, games, and mats were selected. Under "Deliver", the solutions were implemented and their impact was
Studies show that giving and receiving criticism is one of the most difficult interpersonal skills. Being able to accept and give criticism that is focused on the behaviour and not the person is a key ingredient for success. This session covers several strategies and techniques to build confidence to separate emotion from the situation of receiving or giving constructive criticism.
PET: Designing for Persuasion, Emotion and TrustBarry Briggs
The document summarizes a presentation on using principles of Persuasion, Emotion and Trust (PET) in user experience design. It describes various PET techniques under the categories of Persuasion, Emotion and Trust that can make experiences more engaging. Examples include using scarcity to create a sense of urgency, consistency to encourage follow-through, framing to influence perception, and social proof to encourage behaviors others are doing. The document also discusses how PET can complement usability best practices and provides a case study of applying PET to a travel website redesign.
This document discusses various motivation techniques for employees and self-motivation. It outlines intrinsic and extrinsic motivational approaches and provides strategies for motivating staff, such as making employees feel heard, secure, and acknowledged through praise. A self-motivation action plan is proposed involving clarifying goals, identifying obstacles, and addressing each obstacle. The power of motivation to drive success for both employees and companies is emphasized.
The document provides 12 success factors for leading a team: 1) Humility during success and confidence during setbacks. 2) Stepping back so others can step up. 3) Putting plans into action by setting priorities and reviewing progress. 4) Leading change through an 8-step process. 5) Admitting mistakes openly and learning from them. 6) Listening with the goal of learning. 7) Encouraging constructive dissent by being open to alternative views. 8) Learning from criticism by asking for feedback. 9) Maintaining focus on the future. 10) Building the team through culture, relationships, empowerment and communication.
This document provides tips for executive assistants to become exceptional at their role. It discusses how the role has evolved from primarily administrative tasks to becoming an active partner to senior management. It emphasizes the importance of building trust through listening, empathy, taking initiative, and following through on commitments. Executive assistants are encouraged to make their executives look good by staying organized, prepared, and on top of relevant industry information.
The document discusses aligning teams through feedback. It introduces the Johari window model for understanding feedback and blind spots. It provides principles for giving effective feedback, including using "I" statements and making the feedback specific, goal-oriented, and understandable. It also discusses receiving feedback with an open mindset. The document outlines different contexts for feedback and emphasizes regular feedback between all team members. It provides tips for structuring constructive feedback conversations and aligning teams around a shared vision, goals, roles and cultural norms. The ultimate goal is for all team members to freely give feedback to one another.
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.
This document outlines a workshop for nonprofit leaders on becoming powerful managers of people using a "5 C method": Connect, Check, Choose, Conceive, and ReCycle. It provides exercises for participants to roleplay these concepts, focusing on connecting with staff through sharing positive experiences, checking on management issues by listing what's working and needs improvement, choosing whether to change through brainstorming wishes, conceiving small action plans, and recycling the process through check-ins. The goal is for managers to build relationships, continuously improve issues, and guarantee results through an ongoing reflective cycle.
This document discusses how to encourage a feedback culture in the workplace. It defines feedback as information provided about an individual's performance that can be used to improve. Feedback is important for personal and professional development as it helps people identify their strengths and weaknesses and understand how their actions impact others. There are different types of feedback and it should be given regularly to promote individual, team, and organizational development. When giving feedback, it is important to be timely, specific, balanced, and actionable in order to help the recipient improve constructively.
This course was developed to assist Supervisors, Quality Staff or additional Leadership in delivering effective feedback sessions to staff. Deck also includes a list of do's and don'ts, as well as proven communication methods.
Developing your Employee Engagement Strategy for Business Success: Part 2People Lab
Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of the concept, helping you to understand how you can create successful, sustainable engagement.
Chester County SHRM Respect Model Presentation 2-25-11Paul Marciano
The document discusses increasing employee engagement by fostering a culture of respect. It introduces the RESPECT model, which stands for recognizing contributions, empowering employees, providing supportive feedback, partnering collaboratively, setting clear expectations, considering employees fairly, and building trust. The model provides actions organizations and managers can take in each area to engage employees and make them feel respected. These include acknowledging good work, giving employees resources to succeed, delivering constructive feedback, seeking win-win solutions, setting measurable goals, treating all employees fairly, and increasing transparency. Fostering this culture of respect through the RESPECT model behaviors can significantly increase employee engagement.
This document discusses elements of effective leadership and engaging employees. It recommends leaders walk the talk by demonstrating respect and appreciation for employees, communicate frequently using positive feedback, empower employees by asking open-ended questions, and continuously improve performance through management plans. Specific techniques are described, like writing down qualities admired in employees or using questions to address negative situations. The objectives are to review leadership best practices and have participants commit to adopting a new technique.
Burnout can creep up slowly in high-intensity work environments and is caused by an interplay of work-related and individual factors. Work environments that are disempowering, unpredictable, meaningless, pressured and scattered can promote burnout over time. Ensuring employees have a clear shared vision and purpose is important for prevention. Early signs like slower work or distancing from social activities should be addressed promptly, as full burnout can lead to health and job crises. Self-awareness of symptoms and open communication are key to preventing or mitigating burnout.
This document outlines an agenda for a webinar on making the most of opportunities. The webinar covers setting expectations with teams, giving good instructions, being mindful of opportunities, and collecting information. Tips are provided for setting expectations in writing, engaging teams, focusing on tasks not methods, and ensuring resources. Good instruction involves explaining purpose, logical steps, feedback, responsibility, and follow up. Feedback should be both positive, praising specifics and context, and negative, reprimanding facts and encouraging changes. The webinar encourages keeping an open mind, listening to self talk, understanding concepts, and looking at innovation across industries. Information from the event can be collected through photos, notes, shared notebooks, and daily
Similar to Toolkit for Employees: Giving and Receiving Feedback (20)
Community Online Academy (COA) is offered on the Perks at Work platform, and run by Next Jump. In this overview we describe the origins of COA, sample schedule, common questions. If you're looking for more information to share with your leadership teams about this offering, this overview should help!
Culture of Recognition - servant leadership Next Jump
This document discusses the importance of building a culture of recognition and outlines lessons learned from Next Jump's experience transitioning to a more effective recognition program. Some key points:
1) Next Jump's previous recognition awards, like the President's Award, caused resentment by being chosen behind closed doors and only recognizing one employee annually.
2) Their new program emphasizes consistency, crowd-sourcing, and recognizing many employees to avoid resentment. Examples include weekly "Coronitas" where employees publicly thank peers and monthly "Top 10" voting to highlight those who help others succeed.
3) Consistency through regular, ritualized recognition and celebrating many contributors, rather than one-time intense awards for a few, helps create
Reimagining Feedback for the 21st Century WorkplaceNext Jump
This document discusses feedback in the 21st century workplace. It notes that while feedback aims to advance learning, giving and receiving honest feedback can be difficult. Research has focused on characteristics of the feedback giver and receiver that influence acceptance of feedback. However, more context-specific research is needed. The document advocates moving from sporadic feedback for evaluations, to frequent feedback to drive learning. It suggests feedback can catalyze skills like team learning, growth mindset, decision-making and creativity. Examples from an organization called Next Jumpers show how frequent feedback helps take interpersonal risks and strengthens abilities like judgment and innovation. The document questions assumptions behind the "feedback sandwich" approach and argues for more direct feedback delivery.
The document discusses hiring practices at a tech company. It describes hosting "Super Saturday" recruiting events in the spring and fall to attract top talent early in the hiring process. It advocates hiring candidates who demonstrate a growth mindset and coachability over those with solely strong technical skills. The ideal candidate is one who is humble, takes responsibility, and is willing to learn from feedback rather than feeling entitled or like a victim. The recruiting process involves candidates applying through apps and evaluators discussing instincts and data in a "war room" setting during Super Saturday events.
This document discusses the importance of creating a culture of recognition at work where employees feel valued. It outlines lessons learned from transitioning away from an annual monetary award chosen behind closed doors, which created resentment, to more consistent and crowd-sourced recognition rituals. These include weekly "Coronitas" where peers share gratitude and stories and monthly "Top 10" recognition where peer voting and stories are transparent and celebrate those who helped others succeed through servant leadership. The goal is to foster a culture of servant leadership through rituals, behaviors and stories of recognition.
The 21st Century Movement - Charlie Kim and Meghan MessengerNext Jump
This document summarizes a presentation about building strong teams through developing decision-making skills. It discusses establishing a culture of transparency where people are honest about their limitations and open to critical feedback to improve decisions. Programs are described that provide practice making decisions, receiving feedback on blindspots, and coaching to reduce "lying, hiding, and faking" that prevents effective work. When organizations implement these kinds of learning environments focused on transparency and improvement over performance, it allows people to do their best work.
This document discusses best practices for building a culture of feedback within organizations. It provides lessons learned around both giving and receiving feedback. Some key points:
- Peer feedback is as important as feedback from managers. Programs should scale feedback across all levels, not just for top performers.
- Feedback should be separated into developmental feedback for improvement and evaluative feedback for performance reviews. Developmental feedback should be frequent and candid to help individuals grow.
- Organizations should normalize feedback to focus on a rating of "meets expectations" and provide specific examples for improvement. This makes feedback more meaningful.
- Training grounds like practice presentations help people feel safe giving and receiving feedback to build skills over time. Role modeling
This document discusses the hiring and onboarding processes at Next Jump. It provides details on:
- The top investments in building culture are hiring and environment.
- The hiring process focuses on screening for a growth mindset, humility, and "coachability". It aims to get to know the true person through stress-injecting challenges and peer feedback.
- The onboarding program (PLB) focuses on understanding the whole person, injecting stress, creating a feedback environment, and having a ceremonial graduation to build pride in becoming a Next Jumper. The goal is to improve recruits as individuals through challenges, feedback, and personal development work.
Worldwide, most employees are disengaged at work. Next Jump helps solve this problem by focusing on recognition, employee care, community, and giving back to create a culture where employees feel valued and engaged (GAS). They implement various programs like weekly recognitions, monthly top 10 awards picked by peers, an annual awards ceremony, wellness perks, community bonding activities, and giving time and expertise to local schools. The goal is to deliberately invest in these areas to make employees feel cared for, develop career growth, and foster an engaged culture.
This document discusses insights from Moneyball Analytics' work in people analytics. It focuses on using technology and data to provide organizational insights in real-time related to attracting, retaining, and developing talent. Specifically, it aims to identify early signals of burnout, turnover, hiding, and learning challenges. The document then shares learnings around receiving feedback, giving feedback, and iterating organizational design with the goal of an "information advantage." Key insights include that not receiving feedback correlates with low performance, and that building a habit of frequent feedback helps see patterns over time. It also discusses making honest feedback common and recovery from feedback an important process.
The document discusses trends in talent, education, and the future of work. It predicts that by 2020, organizations will either successfully redesign their education and work models for the 21st century or face disruption. It discusses how the origins of education and work are linked, and how assets have shifted from land to machines to people. Programs are presented that build strong teams through developing decision making skills, transparency, and feedback. The importance of culture and mindset in driving behaviors is emphasized. The goals of the organization are outlined as building a top tech company while changing workplace culture through implementing their mission to allow people to do great things.
The document discusses organizational design for the 21st century. It argues that 20th century designs focused on centralized authority, but now continuous innovation is needed. Rapidly changing environments can lead to extinction if organizations cannot adapt. The three pillars for building an adaptive culture are intentions, programs, and technology. Decision making must shift from a top-down approach to empowering adaptive learning teams. A "decision making gym" is proposed to train judgment through receiving candid feedback from known groups and anonymously to build a culture of transparency, accuracy and reducing "lying, hiding and faking".
How to create a culture of GAS - lessons learned in creating a culture where employees feel valued and Give a Shit (GAS). Presented at Next Jump Leadership Academy on June 7, 2017 to PACE attendees
How to create a culture of feedback and own your own feedback -- workshop by Next Jump's Head of Engineering, Tom Fuller. Given at Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Strategy, Decision Making and Leadership for the 21st Century (Not the 20th Century) -- Keynote by Next Jump Co-CEOs, Charlie Kim and Meghan Messenger, for Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Next Jump's Head of Engineering, Tom Fuller, shares lessons in building a culture of feedback. The #1 thing a leader should not be doing is lying, hiding, and faking. How do you reduce your LHF levels for yourself, and team? Feedback.
Moneyball of Leadership: Predictors of High Performance | Next Jump Leadershi...Next Jump
Charlie Kim and Meghan Messenger, Co-CEOs of Next Jump, in a two-part keynote for Next Jump Leadership Academy, April 19-21, 2017.
Slides 1-30 "Coaching Your Organization" by Charlie Kim. https://www.youtube.com/watch?v=OH89weEyDGg
Slides 32-55 "Coaching Yourself" by Meghan Messenger. https://www.youtube.com/watch?v=2oH_fSaAaEY
Want insights on how to build a great corporate culture? Charlie Kim shares Next Jump's 2014 Culture Deck. As a teaching organization, we look to share our best practices and help other organizations learn from our experience and mistakes. We've found that teaching is the highest standard to hold yourself to- as you teach you learn even more about yourself while also helping others. At the core of the deck Charlie discusses our approach to culture: BETTER ME + BETTER YOU = BETTER US
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12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
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solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
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Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
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2. Giving and
receiving
feedback
Lessons and insights from Next Jump in
building the habits of feedback
Last Updated: 1/8/2018
• As leaders, we are decision makers
• Feedback is decision making data
• The root cause of bad decision making
is bad information, or more accurately,
“unsaid” feedback -- especially the
unpleasant truths
4. How to
give
feedback
• With self-awareness, humans are
equipped to “do the right thing” and
make better decisions
• Yet, without honest feedback, teams and
organizations are making decisions on
bad data
• It starts with practicing GIVING candid
feedback
5. Giving
Feedback is a
muscle
• Counter-intuitively, the best way to
prepare for receiving candid feedback,
is to give it
• Practicing putting the “truth” on the
table. Even if it’s unpleasant, it
increases your situational awareness
and builds up your feedback muscles
6. Using the
Feedback App
• The Feedback App is a tool to help you
start practicing giving Feedback
• It provides data points that are crucial
for others and yourself to improve
awareness and ultimately performance
• The tool is designed to facilitate getting
“truth” on the table (anonymous and
transparent)
7. Step 1:
Leave a rating
“Normalize
to a 2”
• Start with giving a rating of 1-4 based
on your expectations
• Professional Feedback Givers normalize
to a 1 or a 2, and focus on giving
feedback that adds value (mission
matters)
• Amateur Feedback Givers normalize to
a 3 or a 4 and mostly focus on giving
compliments
• NOTE – these ratings ARE NOT used in
performance rankings – they are for
putting truth on table for
Developmental Feedback
8. • Make your “internal chatter” visible
• What is your version of the truth?
How did their presentation/decision
land for you. Be specific.
• Example: “When you started the
presentation, I felt confused because you
had not set the intent and desired outcome.
There was good info throughout and I made
some takeaways but was hard to follow
because of the lack of structure.”
Step 2:
Leave a
comment
Share what you felt and observed
9. Tip:
Give visceral
feedback quickly
• Be visceral and fast (timely) vs wait
• The longer you delay giving feedback, it
will be more likely that you water down
the feedback or not give it at all
10. Tip:
Practice being
direct first
It takes time to build up muscles of
giving truth with empathy
• The target is truth + care
• Most of us care, but many of us find it
difficult to be direct, which means our
feedback lands in ruinous empathy
GOAL
11. Receiving
Feedback
“Feedback is data I need
for improvement” • Research has shown that while getting
a lot of feedback doesn’t guarantee
better performance, NOT getting
feedback is correlated with failure
• Feedback is data to help you make
better decisions
12. Make it easier
for others to
tell you the
truth
• As a receiver of feedback, you are in
charge.
• Start to observe the subtle signals that
we all do to “ask for comforting lies.”
Such as leading with excuses, or fishing
for compliments.
• Feedback is often badly delivered,
poorly phrased, feels unfair. But it is
up to you to find the gold.
13. Recovery
Programs
Help recover when you receive
uncomfortable truths • Step 1: “Burn off” your emotions
with a trusted person (colleague)
• Step 2: Sleep on it
• Step 3: Print out feedback, cross out
what does NOT resonate and
highlight patterns
• Step 4: Process the feedback with a
trusted person (colleague) and/or
coach
14. Seek out
feedback more
frequently
• Higher performers seek feedback
consistently
• Value is in seeing patterns
• It is rare that one piece of feedback is a
“huge” insight – rather the patterns
15. Redefine what
“Bad” is
Investment in Loss is better than hiding
(no feedback at all)
• When all of us practice a new skill, a
new ritual or habit, we are not very
good at it. The outcome likely
suffers. This is what we call
“investment in loss”
• That investment will pay off with
practice, seeking feedback and
course correcting
16. Instructions to
download the
Feedback App
For Employees
Download instructions
1. Search “Feedback Perks at Work” in the
Apple App Store (iOS) or Google Play
(Android).
2. Download Feedback – Perks at Work
How to Log in
Username: your email address
Password: [you will receive via email]