Video: http://bit.ly/fol-fdbk Feedback is commonly perceived as something that everyone is able to do – who doesn’t have an opinion? However, it’s also very easy to give bad feedback: we all know it when we are on the receiving end. This gets more and more evident when the team grows from two people to a whole company. Feedback thus becomes a critical skill that can be learned, improved, and mastered. Good feedback skills can improve the quality of the teamwork and the result by a large margin, while bad feedback can grind any team to a halt with confusion if not worse. This talk will give insights, challenge myths, and provide practical ideas. How can we improve ourselves? How can we plan good feedback in groups?

1. Davide ‘Folletto’ Casali
MASTERING
FEEDBACK
YOU, THE TEAM,
THE PRODUCT

2. Manifesto Ibridi
F E L L O W
DESIGN DIRECTOR ADVISOR
NIGHT.EU
MENTOR

3. @Folletto

4. RE-LEARNING
FEEDBACK
PROLOGUE

5. “
”
Daniel Kahneman
We are statistically punished for rewarding
others and rewarded for punishing them.

6. REGRESSION TO THE MEAN
Positive reinforcement seems not working.
Negative reinforcement seems working.

7. POSITIVE & NEGATIVE FEEDBACK?
Positive
Negative

8. POSITIVE & NEGATIVE FEEDBACK?
Positive
Negative
“Feels good”
“Feels bad”

9. FEEDBACK COMPONENTS
Content Attitude + Form+

10. CONTENT
Confirmation
We want both
Adjustment

11. ATTITUDE
Undermining
We want genuine care
Supportive

12. Radical Candor
by Kim Scott
Ruinous
Empathy
Radical
Candor
Manipulative
Insincerity
Obnoxious
Aggression
CAREPERSONALLY
CHALLENGE DIRECTLY

13. 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.
Rude is NOT synonymous of sincere.

14. FORM
We want clarity
Communication styles differ.
Language barriers.
Cultural differences impact reception.
Assume misunderstandings.

15. FORMCONTENT ATTITUDE
Confirmation
Adjustment
Supportive Clarity+ +

16. Give
Receive

17. Ask
Give
Receive

18. HOW TO ASK
FOR FEEDBACK
PART I

19. Be Explicit
Crystal clear requests.

20. Level of feedback
Specify what you are looking for,
and what you’re not looking for.

21. Ask specific questions
Be specific, but don’t prime.

22. Not* Anonymous
Be explicit… *if possible.

23. HOW TO GIVE
FEEDBACK
PART II

24. Did they ask
for feedback?
YES
NO
Give feedback
Ask if they want feedback

25. ThemselvesA thing ?

26. Be Timely
When things happen.

27. Be Timely
Nobody likes to rework.

28. Be Timely
Don’t kill a win moment.

29. Explicit Assumptions
Clarify where you are coming from.

30. Ask & Say the Obvious
“I think X is why, is that correct?”

31. Don’t make it personal
Review “you” for “this”.

32. If it IS personal…
Assume they know,
and they are having an hard time
dealing with it.

33. POINT & SHIFT
“This is the issue in my view,
here’s a suggestion to fix it”

34. What about the sh*t sandwich?

35. Let’s add another element: time.

36. All criticism, once in a while… rarely effective.

37. Both criticism and praise… makes praise fake.

38. Continuous feedback!

39. “
”
Christine Porath, HBR
High-performing teams
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
Adjustment removes downsides

41. CONTENT
Confirmation
Validates direction and decisions.
Gives boost to morale.
Reduces impostor syndrome.
Reinforces belonging.
Builds trust.

42. CONTENT
Removes downsides.
Allows person and project to grow.
Provides a way forward.
Makes confirmations stronger.
Builds trust.
Adjustment

43. “
”
Daniel Kahneman
True intuitive expertise is learned
from prolonged experience
with good feedback on mistakes.

44. SAFE ZONE
Do they feel safe?

45. SAFE ZONE
Admit errors.
Show vulnerability.
Accept errors. Say “Sorry”
Give agency.

46. GROW TRUST

47. HOW TO RECEIVE
FEEDBACK
PART III

48. In the team

49. Breathe

50. Split the personal
and the objective.

51. Split the problem
from the solution.

52. Assess their assumptions:
what do they know? what’s their history?

53. Pair up
Find someone to review your take.

54. In the open

55. Breathe

56. Approach it like research

57. Qualitative
Quantitative
&

58. Which group do they represent?

59. Where is the feedback given?

60. Are you the right person to answer?

61. You don’t have to 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.

63. Thanks.
@Folletto
INTENSEMINIMALISM.COM