Mastering Feedback: You, the Team, the Product

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