Feedback

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Edwin Jansen on how people adopt self-management at Fitzii
...ars and biases. We found the Enneagram to be particularly helpful as a personality typing tool. Typically, someone gets some kind of really difficult feedback or is in some conflict with someone and then their deepest fear around how they operate in the world is triggered. And then we like to say leadership...more
...ugh stage two, or if it's a particularly rocky path through the Heart stage is because they don't feel safe or they don't trust the intentions of the feedback that are given to them. And we've spent a lot of time working on a very clear expectation for how feedback is given and how feedback is received. And...more
... or they don't trust the intentions of the feedback that are given to them. And we've spent a lot of time working on a very clear expectation for how feedback is given and how feedback is received. And it's super important that we provide feedback as a gift and from a place of love, not from a place of fear...more
...ntentions of the feedback that are given to them. And we've spent a lot of time working on a very clear expectation for how feedback is given and how feedback is received. And it's super important that we provide feedback as a gift and from a place of love, not from a place of fear. When feedback is deliver...more
...nt a lot of time working on a very clear expectation for how feedback is given and how feedback is received. And it's super important that we provide feedback as a gift and from a place of love, not from a place of fear. When feedback is delivered from a place of fear, fear begets fear, and then it becomes ...more
...en and how feedback is received. And it's super important that we provide feedback as a gift and from a place of love, not from a place of fear. When feedback is delivered from a place of fear, fear begets fear, and then it becomes kind of a spiral. And so we've really put a lot of attention into how do we ...more
...ly in a self-managing organisation. At Fitzii, how have you guys (as you said) created spaces for people to develop some of these skills, like giving feedback in a way where it's not coming from fear? Edwin Jansen: Yeah, and I love that point. I've always thought 'Soft Skills' - that doesn't feel right. I b...more
...most, that we're not spending any time in schools teaching leadership skills and personal development. But it's a good question. I would say that our feedback practice has been the biggest accelerator to building these connections and these teachable moments for people. So we got a little book that's called...more
...ractice has been the biggest accelerator to building these connections and these teachable moments for people. So we got a little book that's called 'Feedback That Works' and they have a model called 'SBI', so if something's not sitting well with you around something that someone did, 'S' is 'Situation': "H...more
...said this", and 'I' is the 'Impact' on me: so not "what I heard" or "what I'm speculating" - not a judgment or an opinion, but "I felt this". And the feedback is given from a place of "I don't think you wanted me to feel hurt or disappointed or anxious or whatever that impact was, and so I'm giving you this...more
... from a place of "I don't think you wanted me to feel hurt or disappointed or anxious or whatever that impact was, and so I'm giving you this gift of feedback so that you can understand the impact of your behavior". And then the other thing that we've realised is, may be even more important than good SBI d...more
... the impact of your behavior". And then the other thing that we've realised is, may be even more important than good SBI delivery, is how to receive feedback. And we call that 'TIR'. So you've just given me feedback, Lisa - 'T' stands for 'Thank you': "Thank you for that gift, it took some courage and love...more
...hat we've realised is, may be even more important than good SBI delivery, is how to receive feedback. And we call that 'TIR'. So you've just given me feedback, Lisa - 'T' stands for 'Thank you': "Thank you for that gift, it took some courage and love and care for you to give me this feedback" and the more d...more
...e just given me feedback, Lisa - 'T' stands for 'Thank you': "Thank you for that gift, it took some courage and love and care for you to give me this feedback" and the more difficult or the more constructive or critical the feedback, the bigger the gift is, and the harder it is to give to someone. The 'I' i...more
...r that gift, it took some courage and love and care for you to give me this feedback" and the more difficult or the more constructive or critical the feedback, the bigger the gift is, and the harder it is to give to someone. The 'I' is for 'Inquire': "So now Lisa, let me understand what did you mean exactly...more
... you ever seen me do this before? And do you think other people might feel the same way?" And the 'R' stands for 'Record': so we've actually gamified feedback. So you've got to go into our Microsoft Teams, or if you had a Slack channel, then you've got to do a "#TIR" and you have to thank the person who gav...more
...e got to go into our Microsoft Teams, or if you had a Slack channel, then you've got to do a "#TIR" and you have to thank the person who gave you the feedback. And at Fitzii we have a 'Feedbacker of the Month' award, so whoever gave the most gifts, gets recognised with a fun award every month. And that's be...more
...Lisa Gill: That's a really beautiful way to destigmatise feedback and turn it into something that we celebrate. Edwin Jansen: Yes, and for me personally I realised fairly early on that it was important for me as the...more
...kind of person to other people. So I needed to do an over-the-top job of making the person feel safe and welcome and rewarded for giving me the tough feedback and to do that in a public way, so every time someone would give me feedback, I would write a long post about how valuable this is and how much more ...more
...ng the person feel safe and welcome and rewarded for giving me the tough feedback and to do that in a public way, so every time someone would give me feedback, I would write a long post about how valuable this is and how much more of that I wanted to get....more
...eople to not just be like, "yes, sir" or "yes, ma'am" or obey or feel like they can't speak up or to really feel like the invitation is there to give feedback in all directions. So that's really interesting that you touch on that. I'm curious then how else have you transitioned the leadership culture in Fit...more
...nd the biggest opportunity there is, when you have positional authority, people don't tell you what they really think, they don't give you their real feedback, they don't bring their whole selves to work because they're afraid, and I like to say, even if the CEO is the Dalai Lama, people are still going to ...more
... selves to work because they're afraid, and I like to say, even if the CEO is the Dalai Lama, people are still going to be afraid to give that person feedback, to tell them what they really think, to ask the big, hairy questions. And so for me, and I think for anyone that's a manager and transitioning into...more
...vice Process' publicly, they ask some specific people to be advisors, but anyone can be an advisor, we use Loomio so that everyone can see all of the feedback and see the role as it's moving through, and the individual is essentially asked to understand themselves introspectively, but then also to get feedb...more
...dback and see the role as it's moving through, and the individual is essentially asked to understand themselves introspectively, but then also to get feedback from outside around three things (if you imagine a Venn diagram) - what does the business need? What do I love? What's very purposeful, meaningful wo...more
...advice. And so often, it's just amazing to watch in Loomio as they're having conversation after conversation everyone's putting their notes and their feedback in there, you see this person's getting bounced around like a pinball. And it can be very difficult, but it can be amazing, or it's almost always ama...more
...well. One challenge there is people not intuitively knowing in each case how much advice to get and what vehicles, like: "Should I post this and seek feedback? Should I book individual meetings, group meetings?" Then as we started to help our parent company move towards self-management, we saw a need and op...more
... put into place, and then we have a number of other potential common practices that are being worked through, like this decision-making workflow, the feedback practice as a common practice, the role of vice processes as a common practice. So they're just working through the application of all of these pract...more
...e. So the challenge has not been in the development or implementation of these practices. The challenge is always in how the individual receives the feedback that they're getting or as they're bumping up against the business challenges or fears that business just brings up in people in hitting performance ...more
...p in people in hitting performance targets or whatever that is. And then power over people or we approach a situation from fear that creates negative feedback, and then if they're afraid to give that feedback or have that conversation with people, it's all in the interpersonal work and the personal transfor...more
...ever that is. And then power over people or we approach a situation from fear that creates negative feedback, and then if they're afraid to give that feedback or have that conversation with people, it's all in the interpersonal work and the personal transformations: that's where the challenge is but that's ...more
...comp, how they got paid, do some market research, and then they go and get advice, and just like with the Role Advice Process, you can see all of the feedback and advice that people are getting in Loomio as they're going through, and there is a bit of pinball happening there as well and ultimately, a lot of...more
... prioritise generally replacement cost over market value, for instance, or to have bands or guidelines for people to work within. I mean, I got some feedback from my colleague and she said, "Do you ever wonder whether people like you are just overpaid in the market? And that maybe we shouldn't align oursel...more
...so fascinating because someone, let's say, goes through a comp advice process and they are proposing a $10,000 increase, and then they get a bunch of feedback saying, "I'm not so sure that you should take any increase right now", and it's interesting because almost always, the initial response is a pointing...more
...e could have done things better, yes, but that's not what we're talking about here. We're talking about you. So we love you, let's really unpack this feedback that you've gotten around your impact not being as great as you think it is." And when we do that and we keep with almost the tough love, like gently...more
...pact not being as great as you think it is." And when we do that and we keep with almost the tough love, like gently saying, "Okay, yes, some of that feedback, and that's for them but there was a gift that you've received, you haven't totally received it yet and let's help you through it." So that's really ...more
...to Great' and his books and I was all about trying to understand: what's the purpose of our organisation? What are our values? And how do we create a feedback of culture and learning and development? And so I spent a lot of time doing all of these things. And then when later on, and we were at Fitzii and I...more
...hat people have with each other, the level of trust and vulnerability, genuine care, people bringing their whole selves to work. I remember we had a feedback session at our last retreat and I remember looking out at this field of people connecting one on one, almost like a speed-dating, were giving each ot...more
...sion at our last retreat and I remember looking out at this field of people connecting one on one, almost like a speed-dating, were giving each other feedback, and just the feeling of connection and care of all of these very diverse people was just amazing. Then the leadership development, the personal grow...more
...ion is and what they're trying to accomplish. The one thing I would say is that I was two years into not being the boss before I realised: I got some feedback from my colleague. She said, "I noticed in these last three or four group meetings that you got into push mode." And this is my personality type; to ...more
...ng for, to the whole group. And what I realised was I didn't need more work on practices, I didn't need to know more about Teal, I needed to get more feedback and I needed to do some more inner work and realise why was I behaving like that in those situations, but not others? And it was when my fear was was...more

Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers

...ct or that misunderstanding. And we want to make sure we give staff those skills and help them to feel empowered to have those conversations, to give feedback and to move forward together. So again, it's just that growing outwards, how do I grow outward, and that might be in my soft skills, in those core e...more
...earn about that process of exploring the mindset shift, and also the kind of human skills shift if you like, as well, like you mentioned conflict and feedback, for example. And you touched a bit on the core curriculum, but I'd be interested to know, when there are disagreements or interpersonal conflicts, h...more
...er time? Ruth Waterfield: I think this is where our agile foundations really, really help us. Because Scrum in particular gives you some really quick feedback loops. So, every morning when you have your standup, which is when you come together and go, "Oh, what did you do yesterday? What are we doing today?...more
...andup, which is when you come together and go, "Oh, what did you do yesterday? What are we doing today?", it gives you that opportunity to adjust and feedback very quickly. And then every two weeks for us – but it can vary – we look at the work and feedback in terms of that. And also our team have retrospe...more
...day?", it gives you that opportunity to adjust and feedback very quickly. And then every two weeks for us – but it can vary – we look at the work and feedback in terms of that. And also our team have retrospectives. I think retrospectives are really key in making sure we talk about what's going well, and w...more
...e skills, and we work hard to try and help people to access the information that they need to do that for themselves. Taryn Burden: I just would add, feedback is a huge subject, and there is fantastic resources out there. And it's something that we've been working on ever since I've been working here, becau...more
...n't had an experience of that person reacting negatively, and there's so many assumptions in it. But what I've really appreciated is we talk about a feedback culture that we - and as Ruth has said - we have that built in in our retros, we have it built in in team stand-ups, and whenever we have a big proje...more
...to do a talk on this", and then you come and do a talk and invite people to come and have lunch with you or you chat. There's been quite a few around feedback, where different individuals have addressed this for themselves and found a way that works for them, but in that have found really great tools and th...more
...ersus somebody like Ruth, who's had lots of experience of working as a Scrum Master and across teams, would be a little bit more au fait to different feedback conversations. It's meeting everybody where they're at, and supporting them on their journey. Ruth Waterfield: Yeah, just on feedback. It's definite...more
...t to different feedback conversations. It's meeting everybody where they're at, and supporting them on their journey. Ruth Waterfield: Yeah, just on feedback. It's definitely something we're still working on. Last year - I think it was last year - my team went through a few months where the topic of feedba...more
...edback. It's definitely something we're still working on. Last year - I think it was last year - my team went through a few months where the topic of feedback and wanting to do more feedback, on a personal level to help each other grow, kept coming up. And the conversation was along the lines of, "Yeah, we'...more
...g we're still working on. Last year - I think it was last year - my team went through a few months where the topic of feedback and wanting to do more feedback, on a personal level to help each other grow, kept coming up. And the conversation was along the lines of, "Yeah, we'd really love to figure out how ...more
... personal level to help each other grow, kept coming up. And the conversation was along the lines of, "Yeah, we'd really love to figure out how to do feedback. We'd really love to do more feedback". So I as a Scrum Master, "okay, let's sit down and talk about how we want to do it", and it turned out that we...more
...w, kept coming up. And the conversation was along the lines of, "Yeah, we'd really love to figure out how to do feedback. We'd really love to do more feedback". So I as a Scrum Master, "okay, let's sit down and talk about how we want to do it", and it turned out that we really loved the idea of feedback. Bu...more
...ore feedback". So I as a Scrum Master, "okay, let's sit down and talk about how we want to do it", and it turned out that we really loved the idea of feedback. But when it came to actually doing it, the room kind of tensed up and went, "Oh, actually - it's quite hard actually, and I find receiving feedback ...more
... feedback. But when it came to actually doing it, the room kind of tensed up and went, "Oh, actually - it's quite hard actually, and I find receiving feedback quite difficult" was the kind of vibe that the room suddenly changed from: "Yeah, yeah, feedback. That sounds great!" too: "Oh, that's a bit tricky a...more
...lly - it's quite hard actually, and I find receiving feedback quite difficult" was the kind of vibe that the room suddenly changed from: "Yeah, yeah, feedback. That sounds great!" too: "Oh, that's a bit tricky actually". So we had to explore - okay, well, how do we start small then, what kind of tools can w...more
..., what kind of tools can we use to help become more comfortable, or try out little ways? So one of the things we found really worked was rather than "feedback", "feedforward", which is proactively coming to a group saying I would like to grow in this way, or I would like to get better at this, could I have ...more
... to get better at this, could I have some ideas about how I could do that, how I could explore that. So it's very forward focused, rather than giving feedback on something that's already happened, which felt easier to tackle first. But I really love that kind of concept that - yeah, feedback sounds great, b...more
...her than giving feedback on something that's already happened, which felt easier to tackle first. But I really love that kind of concept that - yeah, feedback sounds great, but in practice, it's possibly more challenging....more
...Lisa Gill: Yeah, I find that's really common that people in organisations say, "We'd love to give each other feedback more, have more of a feedback culture", and then when you say, "Great, so, when do we start?" or, "What's the first step?", then people are like, "Ma...more
...Lisa Gill: Yeah, I find that's really common that people in organisations say, "We'd love to give each other feedback more, have more of a feedback culture", and then when you say, "Great, so, when do we start?" or, "What's the first step?", then people are like, "Maybe not, just kidding". I thin...more
...t, so, when do we start?" or, "What's the first step?", then people are like, "Maybe not, just kidding". I think there's so much baggage as well with feedback, and especially people who have come from traditional organisations, I find there's some kind of "wounds", and like trauma with a little 't' as well,...more
...people who have come from traditional organisations, I find there's some kind of "wounds", and like trauma with a little 't' as well, where you know, feedback is not always done well in traditional organisations, and can be attached to reward and pay, or can feel disempowering if someone's trying to correct...more
..., like a framework or a structure or a process, what they think is going to make something easier, you know, "Oh, we're going to have a framework for feedback because that will make it easier". And actually, sometimes these things are challenging because they're challenging to the human being, like you're s...more
...of our ways of working, the areas that we've looked at over the last six years, whether it's been progression, decision making, role of the director, feedback, management arrangements within the organisation. And we've put some processes in place that are working, or have worked, but we have scaled, we have...more
..., what advice would you have valued when you joined, for example, or what has stayed with you? Ruth Waterfield: I think the shorter you can make your feedback loops, the better. In line with the Agile mindset of - don't be afraid to talk about what's not working, figure out something to try, you won't get i...more

Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem

...nisation that we are very kind, we are very warm to one another, we are very caring, which is good. But when it comes to giving very clear and direct feedback, we are in a learning phase to really see that we do that because we care. We don't do it because we want to be mean to one another. And that is real...more
...e want to be mean to one another. And that is really something that we have been working very hard on and continue to work hard on. When you get the feedback from someone, you also can feel that this is because this person is caring about me and want to help me to become better. And we really need a lot of...more
...ving me also a lot of energy - that I'm learning new things every day. I think it's often difficult - the higher up the organisation you go, the less feedback you tend to get from people. It can feel really risky and dangerous to give feedback upwards. Have you noticed a shift in that culture? Do you find t...more
...ften difficult - the higher up the organisation you go, the less feedback you tend to get from people. It can feel really risky and dangerous to give feedback upwards. Have you noticed a shift in that culture? Do you find that people are more willing to give you feedback now? They could still give me much m...more
...l really risky and dangerous to give feedback upwards. Have you noticed a shift in that culture? Do you find that people are more willing to give you feedback now? They could still give me much more feedback. If you go to the Enneagram, I have number eight - the Challenger. And by nature, I think a lot of p...more
...ards. Have you noticed a shift in that culture? Do you find that people are more willing to give you feedback now? They could still give me much more feedback. If you go to the Enneagram, I have number eight - the Challenger. And by nature, I think a lot of people feel that we can be dominant and not easy t...more
...ople feel that we can be dominant and not easy to go and say what you think. So, it's become much better and I have very good colleagues that give me feedback, but I could use much more feedback....more
...d not easy to go and say what you think. So, it's become much better and I have very good colleagues that give me feedback, but I could use much more feedback....more
... you be willing to share something about what some of the principles of the salary process are? Anna Elgh: Yes, what I decided is that you will get a feedback from at least two of your colleagues and if you have a manager, you should get feedback from your manager. And then they have set up different criter...more
...ss are? Anna Elgh: Yes, what I decided is that you will get a feedback from at least two of your colleagues and if you have a manager, you should get feedback from your manager. And then they have set up different criteria so you are measured in different kinds of areas - say five different areas. And then ...more
...in different kinds of areas - say five different areas. And then actually you will know before what the percentage of raise will be depending on your feedback or your evaluation. So it's not like, "well, I think this is a good guy, so give him fine results". It's very well defined and advanced. And then yo...more
...uy, so give him fine results". It's very well defined and advanced. And then you will also receive and you will by yourself choose who will give you feedback. So you can choose that. And then you will receive feedback in person also from the ones who you decided you wanted to get feedback from. So that's w...more
...vanced. And then you will also receive and you will by yourself choose who will give you feedback. So you can choose that. And then you will receive feedback in person also from the ones who you decided you wanted to get feedback from. So that's why we're also doing a lot of feedback training now together ...more
...who will give you feedback. So you can choose that. And then you will receive feedback in person also from the ones who you decided you wanted to get feedback from. So that's why we're also doing a lot of feedback training now together with Tuff Leadership Training and that's good because we're really getti...more
... then you will receive feedback in person also from the ones who you decided you wanted to get feedback from. So that's why we're also doing a lot of feedback training now together with Tuff Leadership Training and that's good because we're really getting everyone to train on this during quite a short perio...more
...ng with them and they are helping us with this huge change and continuous training and I think if we can just manage now to start to giving even more feedback, not be so kind to one another, less polite, we can really help each other to develop But we are on a good way. And I think it's very fun and a lot o...more

Frederic Laloux with an invitation to reclaim integrity and aliveness

...ther example that comes up often is: people shy away from difficult conversations. So self-managing is working, but people don’t give each other hard feedback that is needed for self-management to work. So the default answer there is often: “Okay, we train everybody in giving feedback.” And so with Wilber’s...more
...t give each other hard feedback that is needed for self-management to work. So the default answer there is often: “Okay, we train everybody in giving feedback.” And so with Wilber’s quadrants, it’s sort of a behavioural thing. Let’s just train people behaviourally, right? That’s the upper right quadrant. An...more
... upper right quadrant. And that might be a good way to do it. But I’ve heard from quite a few organisations that you can train people a lot in giving feedback but people often still shy away from it, right? Because we all are, to some degree, conflict avoiders. But if you set up the system in a way where t...more
...allback, like people hate that the job I do is bad, people hate an unsatisfied client. Trust me, if that happens, people will start giving each other feedback. And if they haven’t been given any training, it might be really clumsy feedback, it might be sometimes hurtful feedback. So by any means let’s train...more
...ient. Trust me, if that happens, people will start giving each other feedback. And if they haven’t been given any training, it might be really clumsy feedback, it might be sometimes hurtful feedback. So by any means let’s train people. But training is not enough. And so I think that looking at these differe...more
...will start giving each other feedback. And if they haven’t been given any training, it might be really clumsy feedback, it might be sometimes hurtful feedback. So by any means let’s train people. But training is not enough. And so I think that looking at these different quadrants is really interesting. ...more

Beetroot’s founders on purpose, self-management, and shocking people with trust

...f to talk about this skill set that is more challenging in which we are constantly working with and partly together with Tuff Leadership also, is the feedback culture, in how to be able to when there is not a manager, (who gives you feedback, and you're successful if the manager is happy), so if it's not th...more
...working with and partly together with Tuff Leadership also, is the feedback culture, in how to be able to when there is not a manager, (who gives you feedback, and you're successful if the manager is happy), so if it's not that, then you need better ability to give and take feedback on an individual, like p...more
... manager, (who gives you feedback, and you're successful if the manager is happy), so if it's not that, then you need better ability to give and take feedback on an individual, like peer to peer level because that feedback needs to happen everywhere between different people in the organisation, rather than ...more
...manager is happy), so if it's not that, then you need better ability to give and take feedback on an individual, like peer to peer level because that feedback needs to happen everywhere between different people in the organisation, rather than top-down. Yeah, that's something we work on. It's something tha...more
...ills you need to work self-managed, in terms of the ability to listen (like active listening) and this general awareness of how you behave, and about feedback (we develop that as well and that's very key). And I think you cannot be a founder of a self-managed organisation without yourself taking these thing...more
...lture, (it wasn't coincidental, but it came natural) and then that's reflecting the growth environment for self-management. Then we talk about trust, feedback culture and these things and transparency and then gradually start talk about it, start to let more people get more into more things like to get an o...more

Pasteur Byabeza on transitioning to self-management at Davis College

...cision making rights. So this resulted in frustration, lack of trust and disempowerment for so many people on our team. This was reflected in regular feedback in surveys that were conducted, to gauge faculty levels of stress. So this is what sparked the need or the desire to make some kind of radical shift ...more
...ent. Based on that, we came to a conclusion that self management is worth trying. So the next step was then to test that hypothesis. And based on the feedback we received with the early success of the new system in pilot circles, everyone at Davis College, and Akilah, was invited to transition into holacrac...more
...reates some situations where everybody feels comfortable holding everyone else accountable, for their commitments. But that can be done maybe through feedback, or sometimes even respectful confrontations. And because of that, I've seen that people tend to be more authentic - more true to themselves. And ev...more
...ow do I speak? How do I express myself in a way that doesn't offend people? How do I listen in a respectful way? How do I encourage people to give me feedback when we are communicating? How do I portray some signs of activities? Those are very simple techniques that I believe people can be very intentional ...more
...ng out. And you know, you can learn on the way. There are people who really want something that is already tried and tested. But I would say that the feedback we got from the pilots, our calls and their success, gave us every assurance that we needed to invite everybody into this new system. And that's how ...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...ough. There's some growth pain here because I have to let go of things that I'm very familiar with: habits, ways of being, I'm going to get lots more feedback from my colleagues in terms of how I'm showing up and the impact that I'm having. And if I'm a manager, having to let go of that power or influence o...more
...ree nurses having a cup of tea. It was a lovely, sunny day and they were so chatty and so down to earth and like: "yeah, of course we give each other feedback", and: "yeah, it's really tough, but it's important", and they were just living it on the front line, doing it, and couldn't imagine why you would ev...more
...ple are bumping up against some of the same challenges and it seems like most many of these organisations struggle with recognising that some kind of feedback system is really important, for example to be able to know, as Miki Kashtan put it: "we learn by knowing our impact on others". And I know like, Brya...more
...tan put it: "we learn by knowing our impact on others". And I know like, Bryan Ungard is of a school of thought where he has different thoughts about feedback, but there is still an emphasis on development. But that's also really hard to do. So no one has cracked this relational human stuff, mindset stuff -...more

Buurtzorg and the power of self-managed teams of nurses
... teams). So it's really interesting to hear all of the insights and all of what they've learned over the years about communicating, giving each other feedback, what's really rewarding, what's really challenging. And I think probably my favourite bit is when I asked them at the end, what advice they would gi...more
.... And that's true. Marian: And you speak a lot with each other... Chila: Yeah, there is a good communication in the teams. Marian: We give each other feedback. Chila: That's also a problem sometimes in the self-leadership thing. Because if you cannot do that in a team, if it's not safe enough to talk with e...more
...Lisa Gill: Do you guys give each other feedback in the team? Is that something you do? Chila: Yeah, always. Sometimes too much! Jolanda: Sometimes you cry! Chila: "I didn't mean to do that!" [Mimi...more
...Lisa Gill: And what is a right way? Or a good way of giving feedback? Chila: Gentle but clear. And sometimes somebody is so gentle that the other person doesn't get the message. So you have to get the... It's quite dif...more

Bernadette Wesley on bridging inner and outer transformation

...sting - here's what worked well, here's what I could use more of. Now you're creating your agreements by just trying it out together, and then giving feedback on that. And we just continue to hold questions around it. Well, what's our responsibility here if something comes up that's between two people in th...more
...omes up that's between two people in the room together? And often we say if your learning edge is asking for that space, for that person to have that feedback conversation, that's difficult. And that's what you're going to do. That's what you're going to do that will be your learning edge - to ask that pers...more
...t you need to kind of it reprograms your brain? It seems so simple, but it really does have a powerful effect. And then you start getting maybe other feedback. 'Oh, like you told me the other day, I really liked your LinkedIn posts', or 'Oh, okay, you're like a scientist, you're just testing those assumptio...more

Jos de Blok on Buurtzorg and the virtues of humanising, not protocolising

...hings for different people), but I see that there's a value in helping people to see because a lot of it is coaching; helping people to see, like the feedback that you got about sometimes when you become a bit silent, I wonder this or that or so that you can get help with your awareness and perhaps practice...more
...ess and perhaps practice things, tough conversations or vulnerable conversations, things that you don't normally do in a safe space where you can get feedback and input and coaching and support. I do find that that's really valuable for people, especially in organisations, maybe slightly different to Buurtz...more

Margaret Heffernan on how to act our way out of the status quo trap

...here I live. And one of the people working with me on it got the wrong end of the stick about something I'd said, and gave me some pretty unvarnished feedback - which was not terribly easy to receive. But having had that extremely uncomfortable conversation, the two of us can now work together much more eff...more
...me kind of promise from our bosses that they're going to listen. And Mary thought, well, that's fair enough. And as all smart people do, she took the feedback really seriously. And she slightly redesigned the program for the bosses to whom these concerns would come and taught them how to listen, how to ask ...more

Jorge Silva on horizontal structures and participatory culture at 10Pines

...se of pines - everyone is a pine - we have a gardener. We call it the gardener. And it's a person who is like a coach, a person that helps you to get feedback from your teammates. Who helps you to see your future and how to evolve in the company, and help you in terms of how to see the culture and how to un...more
... examples of the kinds of tools or training that you're giving to your gardeners? Jorge Silva: Well, right now we are doing conflict training. Giving feedback. Non-violent conversations. Yeah, I think this is one of the biggest trainings that we are doing right now. We are also working a lot in the onboardi...more

Miki Kashtan on the three shifts needed for self-managing organisations to thrive

...se they will be afraid of the messenger being killed. And so you need to actually do something for information to flow. And then the fourth system is feedback, which is also absolutely crucial in a self managing environment. Because if you are over here, self managing something, and there isn't feedback tha...more
... is feedback, which is also absolutely crucial in a self managing environment. Because if you are over here, self managing something, and there isn't feedback that constantly comes, you will silo. And you will function without sufficient information about the impact of the choices that you make. We learn th...more

Aaron Dignan on being complexity conscious and people positive

...ere you don't have formal line managers, how do people get counsel? How do they apprentice to different skills and different stories? How do they get feedback? So having a generous feedback culture is an investment that matters. Creating products and services and productizing things is an investment. So, yo...more
...managers, how do people get counsel? How do they apprentice to different skills and different stories? How do they get feedback? So having a generous feedback culture is an investment that matters. Creating products and services and productizing things is an investment. So, you know, we created these tensio...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation

...different kind of director that would be much more supportive and collaborative and asking you think, asking you to try something else and giving you feedback and so on — so I’m thinking about, and maybe it’s because I’m not the ideal employee for Haier (laughs), but again, I think about this diversity ques...more

Amy Edmondson on psychological safety and the future of work

...you might diagnose poorly sometimes. You might look around and think something -needs to be done and you step right in and do it. And be prepared for feedback! Because maybe someone else will find it unhelpful. That’s OK. Each and every one of us must be willing to learn from our missteps as well as from ou...more

Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures

...them, the easier it will be. If nothing else, to start with in terms of learning? To do that with somebody that can watch what you're doing, give you feedback and vice versa... you're partnering with them and doing things - and Keith and I have a lot of experience in that ourselves - even doing things as a ...more