How to give and recieve feedback.
Level - All
For managers wishing to improve the feedback culture in their team
Duration and timing
The workshop runs for three and a half hours.
The session will be run by Ros Toynbee.
Your team want to know where they are doing well (or not so well), and to feel you care deeply about their professional development. Feedback tells whether them whether are on track – or need to make adjustments to perform better and realise their potential.
The problem is managers are often not confident in how to give – or receive – feedback to others in a way that can be heard, understood and most importantly properly acted upon.
Either feedback is given as a broad “well done” leaving the receiver wondering what specifically they did right, or where feedback is critical, the message inadvertently provokes shame and shutdown.
Neuroscience is enlightening us as to why receiving feedback can provoke negative reactions, and gives us new tools to do it in a way that feels positive and caring for the receiver – and achieves far better outcomes for individuals and teams.
Understand how the brain receives feedback and avoid negative reactions
Know what kind of feedback your team find most helpful to keep striving to be their best
Know how to de-brief team projects in a way that creates learning and improvement next time
Know what to say and how to say it so that feedback becomes a powerful tool for engaging and developing your team
Learn how to ask for feedback for yourself to develop your leadership
Lay the foundations for a feedback culture in your team/department
Why “Can I give you feedback?” doesn’t work
Understand how this question triggers the brain and how to offer feedback in a more brain-friendly way
How to Give Feedback
Practicals in giving and receiving feedback, and getting feedback on your feedback.
How to De-Brief Team Work
Learn from work you have done as a team, celebrate successes and learn from failure
What to Give Feedback About
Introducing the strengths-based approach to leverage strengths and close gaps affecting performance
The Concept of Feed-Forward
How this model, designed by HBS’s no. 1 thought-leader Dr Marshall Goldsmith, is revolutioning the way we think about feedback and how to use it