2. ORGANIZATIONAL DESIGN : Making Strong teams Stronger
2
1. Hiring/Recruiting
2. Onboarding
1. Developmental Gym
2. Selection
a) Promotions
b) Recognition
3. ORGANIZATIONAL DEVELOPMENT TOP 3 CHALLENGES
3
1. No place to make mistakes - everything is “Mission Critical”
2. Very little candid feedback (especially among peers, bottoms up)
3. Coaching tends to be intense (classrooms) and/or for senior leaders via Executive Coaches
6. Coaching: Lots of practice coaching REPS
Daily: Talking Partner Bi-Weekly: Situation Workshop, Deep Dive Coaching
PEERS DOWNWARD
As a coach, we try to achieve:
• Awareness Building (Self and Situation) ID Root Cause(s)
• Building new rituals/behavior
• Holding Accountable
1 2
7. Building a
Culture of
Giving
Feedback
(Lessons and Insights in building a culture
of giving feedback)
• 21st century organizations are flattening
organization structure while empowering
more decision making throughout the
organization
• Teams that have higher rates of learning
(development) will be the most
successful
• Feedback is decision making data
10. Giving and
receiving
feedback
Lessons and insights from Next Jump in
building the habits of feedback
Last Updated: Jan 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
11. 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
12. 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
13. 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
14. 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)
15. 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
16. • 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
17. 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
18. 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
19. 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.
20. 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
21. 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
22. 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
Notes de l'éditeur
Our continued journey of building a High performance (i.e. learning) culture