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This presentation consists of highlights from the interview with Moe Abdou,
founder & host of 33voices®.
Sheila Heen & Douglas StoneSheila is a Founder of Triad Consulting Group and a Lecturer on Law at Harvard Law School. Her husband teaches nego-tiation at MIT, and they are both schooled regularly in negotiation by their three kids.
Doug is a Founder of Triad Consulting and a Lecturer on Law at Harvard Law School. He has also written screenplays, and is determined to play guitar better than his friends.
They are the co-authors of Thanks for the Feedback: The Science and Art of Receiv-ing Feedback Well.
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When giving and receiving feedback,
distinguish whether its:
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When giving and receiving feedback,
distinguish whether its:To express appreciation
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When giving and receiving feedback,
distinguish whether its:To coach or be coached
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When giving and receiving feedback,
distinguish whether its:To evaluate performance
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As the leader giving feedback,make it your highest priority to keep the process discussable.
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Effective feedback requires action and accountability,
focus on improving only one thing at a time.
remember DOT (Do One Thing)
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Receiving feedback is often thorny because we tend to supersize its advice.
Accept it, appreciate it and grow from it instead.
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If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:
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If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:
Truth triggers - when the feedback is wrong, unfair or unhelpful
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If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:
Relationship triggers - when you don’t trust the source
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If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:
Identity triggers - when someone challenges the essence of who you are
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Those who receive feedback well are insanely curious learners;
they live in the growth mindset of constant improvement.
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Leaders who openly invite feedback are much more effective at delivering it;they know that the real power always lies with the receiver.
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Know when to draw boundaries.Say ‘no’ to feedback when:
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Know when to draw boundaries.Say ‘no’ to feedback when:
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Know when to draw boundaries.Say ‘no’ to feedback when:
Its’ causing you emotional tension
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Know when to draw boundaries.Say ‘no’ to feedback when:and When the manner & tone of the giver
is offensive & belittling
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The art of engaging in a difficult conversation requires you:
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The art of engaging in a difficult conversation requires you:
To have the right intent
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The art of engaging in a difficult conversation requires you:
To be totally present
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The art of engaging in a difficult conversation requires you:
To be a great listener
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Those who welcome feedback
are likely to:
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Those who welcome feedback
are likely to:Try small experiments
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Those who welcome feedback
are likely to:Ride out the “J” curve -
accepting that things could get worse before they get better
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Those who welcome feedback
are likely to:Coach their coach -
always giving feedback to the person providing the coaching
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Those who welcome feedback
are likely to:Invite them in -
are proactive in seeking help when needed
What’s the one thing you could have done differently the last time you received
valuable feedback?
REALLY REFLECT...
