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SBI is a good tool. Not a lot of people do it regularly or well.

Receiving feedback, don'ts were useful. The automatic reaction is to try to explain whereas it can be better to listen and to process the information.

Johari window - things we don't know about ourselves are useful to remember.

Timely - feedback should be regular and timely in relation to the event.

Ask permission - is it ok if we have a conversation about this.

Praise in public, correct in private.

Owning it - the challenges around dealing with something you don't personally observe. You have to take into consideration how someone felt about a situation.

Receive feedback - See it as a gift...as something that will ultimately help you. Growth mindset.

How you perceive the person giving the feedback is important - are they trying to help. This ties into trust.

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Feedback should be timely.

Don't let it build up

Public praise, private constructive feedback in private

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Room 1: What can we do as Managers pre-feedback conversation to ensure success?

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Room 1: What can we do as Managers pre-feedback conversation to ensure success?

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Set aside time to prepare and use the tools (SBI) & make notes etc. Be really clear

Give the team member a heads up on how the interaction may run

Environment depends on the person (remote, go for a coffee) Dedicated meeting, do it only 24 hours in advance

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Room 2: What can we do as Managers during-feedback conversation to ensure success?

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Room 2: What can we do as Managers during-feedback conversation to ensure success?

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Try to follow a framework such as SBI Have evidence and facts to guide the conversation Have a recap at the end of the conversation Ensure you have enough time scheduled for the feedback session so you don't rush Gather feedback from receiver Have a two-way conversation Be open to receive feedback about the way/ style you provide feedback

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Room 3: What can we do as Managers post-feedback conversation to ensure success?

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Room 3: What can we do as Managers post-feedback conversation to ensure success?

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SBI - Action, Behaviour and Result keeps feedback rooted and less subjective.

Gives context to the person receiving the feedback and should the feedback be negative it makes it less personal.

To point out the result can be effective, peoples actions may not have the wrong intentions but it might not have the desired result.

It is good to understand how to receive that feedback as well - how important it is to take time to process and understand it

Johari window - this is a really useful tool and a reminder that people aren't often aware of certain elements of their traits or personalities

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Eve and Lynda Feedback Conversation: Do, Be Say

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Eve and Lynda Feedback Conversation: Do, Be Say

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Do : Eve was empathetic, understanding , she was positive in her deliverance of the feedback as well as delivering the constructive feedback, she encouraged brainstorming to resolve the problem

Be : She was calm, she took responsibility for her part but could come across as patronizing at times

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Chris: Eve and Lynda Feedback Conversation: Do, Be Say

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Chris: Eve and Lynda Feedback Conversation: Do, Be Say

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Be: Engaged (Eye contact) looking at different screens or advise your just taking notes, Involved in addressing the problem with them.

Do: get their input/perspective (helps account for behaviour and address behaviour). Recap issue, get to the route cause to prevent reoccurance. Emphasis the good your colleague brings. Discuss next steps, Summarize Get a commitment

Say Use of the word of feedback (said frustration already didnt acknowledge that active listening)

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Nicole: Eve and Lynda Feedback Conversation: Do, Be, Say

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Nicole: Eve and Lynda Feedback Conversation: Do, Be, Say

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ask if she is comfortable in going through feedback

asked what she thinks she might want to bring up - program progress

way she showed up in the meeting

that what's i think, I noticed ...

jump between observations

>> would have mentioned earlier that the feedback is only coming from Eve

stop talking now and over to you

Lynda is bringing up frustration and lack of impact she can make

Let's see what we can do to remove the blocker

bringing up the bigger picture

upset to hear that she

did not receive feedback from the team > feedback is coming from me

what do you think the impact on the rest of the team would be if you continue to work like you did?

loads of what you don't want, tell me what you do want

I'm committed, let's do a follow-up session

agree on next steps > action plan

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Do:

She said "I think" a lot.

The conversation felt very meandering.

Be:

More direct.

Say:

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Use the tools, stick to facts and invite conversation.

Using a framework like SBI to give structure to feedback sessions

Build in more frequent feedback - and preparation is key

The importance of preparing for feedback conversations. Frameworks SBI and JoHari window are great

Use SBI, but leave the person to come up with the Impact when possible

Prepare prepare prepare

Prepare prepare prepare

Facts, timely feedback and raising the awareness of an issue

SBI, Johari, prepare, 2 way conversation, summarise, solutions and actions

Creating a working environment whereby giving feedback is a standard practice with the key driver being focused on growth as opposed to crtitism