Throw Your Hat Over the Fence
Let's talk about throwing your hat over the fence. We've given you structured feedback, now you have an opportunity to use some new tools. But I'm asking you to throw your hat over the fence. What does that mean? It's sort of an old time saying. I might have mentioned it in the last course, but I want to say it here. Very specifically because it really relates to feedback. The idea behind throw your hat over the fence is, you take off your own hat. You are walking next to a fence and you decide to of your own accord for whatever reason, we'll talk about the reasons why in a second, throw your hat over the fence. You don't necessarily know if you can climb it, if you have to dig under it, if you have to go around the fence. But it's trusting yourself enough to know that you can figure it out. And how that relates to feedback is, you have to put yourself in positions to give and receive feedback, even if you don't feel prepared for it. Even if you're uncomfortable. You just throw your ha...
t, and and you say I can figure it out. And what that really takes is courage. And the thing about courage is, it's ephemeral. It doesn't stay. It's fleeting. It might be here and gone the next moment. Can't be relied upon. These are all different ways of saying the same exact thing. So I'm really trying to drill this home, if you get my drift. So what we want to do then, is if we can't rely on courage-- If we waited to get feedback until we were feeling courageous we'd probably get it very rarely or we'd call someone up at 2 a.m. have a couple of cocktails, I'm ready to get feedback. I'm feeling courageous. So we actually want to structure feedback in so that we are forced in the situations to do it. Okay? So cadence is critical. Have meetings where feedback is built in. 101's are a great opportunity. Right? Or maybe you're asking for feedback and giving feedback even if it's small. You don't have much-- I'm just going to give you something. Again, it could be recognition, and it could be something that needs improvement. Maybe you're asking for both as well. Debriefs, if you're in sales of any kind, or in anything project-based or client-based, you can institute a briefing and debriefing model. Before we go to the meeting, let's have a quick brief. It can be as short as one to three minutes, or as long as 30 minutes to an hour. We do the thing, and then we have a debrief. That debrief can be as short as 1 to 3 minutes or as long as 30 minutes to an hour depending. If you built that in, then people get normalized to it. The discomfort becomes normalized, right? So then, they're not only having a debrief when they screw something up. They're having it every time. So they're not like guarded every time. They've conditioned themselves to be present and sometimes it can be better than others. That's okay. So one on one's are a great time. Meetings, one thing I want to say about that is, when you talk about meetings, sometimes we might want to have like-- Stand up or feedback meeting where it's like on a project how is everyone doing? And what can we do better? You might build in a public feedback. Now remember, public feedback is a lot more sensitive than private feedback. You can only say certain things in public, and you can say certain things in private. So, if you do more public meeting, just know that. One on one's are great. If your company doesn't have structure of quarterly reviews, you might want to institute that yourself. Even if they're mini, just a little. Maybe a couple of areas of like what someone is doing really well. A couple of areas where they could do better. And their key focus or something like that. It can be really short. You could spend 15 minutes on every person, but something that gets them to check in on their progress. If your company does it, then try to take it as seriously as possible and really get the most out of it. And the last thing is, 360 reviews. So, 360 reviews, some companies do it some don't, and what that means is for that person getting feedback, not only from you, and themselves but other people, their peers. So you review them, they review themselves and peers review them. There is many ways to do 360 reviews, you can have people write in feedback. You can make people give it to each other in person, right? You can hire a company or a person to interview people on that person. If you're in a more of an executive space. But design for yourself, what the cadence is going to be. So I'd like you to write down right now, one thing you want to shift about your cadence and feedback, What are you going to take forward? That's going to be different. Great, so in addition we want to do, welcoming feedback. Okay? So, we want to give feedback on a structured scale but we also want welcome feedback. As having a paradigm-- If you are a manager or a leader people are less likely to give you feedback unless you ask for it. So make your request structured, okay? Do you have like suggestions slips that you go hand out once a week for people to write on and drop in a box. Do you send out an anonymous survey? Do you have it done on your one on one's every time. Do you ask for group feedback publicly? So is it face-to-face or anonymous? Why? Just be thinking about that. So what I'd love then, and you can see it in your documents, and your handouts. I'd like you to fill out what you're going to commit to. So we kind of talked a little about what's the area you want to focus on. Now I want you to get more specific. So we talked about structure being important. So on the workbooks, I want you to fill out four things. Who are you giving or receiving feedback from? So who is the person or the team you want to give feedback to or receive it from? Are you giving or receiving? That's a choice. Yeah? What's the form? Face-to-face. Online survey. Suggestion slip. Group debrief. And how frequently do you want to do that particular feedback stream? We can just fill out one right now in your workbook. So person or team. For those that don't have a workbook at home, I'll explain it one more time just so you can hear it. Who is the person or team I want to give feedback to, or receive feedback from? Am I giving or receiving to them? What form is it taking? Am I doing it face to face? On the phone? Online survey? Suggestion slip? And how frequently? Am I doing this once a month? Once a quarter? Once a week? Does anyone have one that will share with us about what they're committing to?
Mine is with my leadership team. And it's receiving feedback, because I talked about that earlier, that's something I want to get more of, is open up feedback from my team, in-person and weekly. Weekly management meetings. I want it to be like an open discussion.
Okay, so do you want feedback on you specifically or how things are going?
In a group setting?
From your leadership?
Great, and are those people above you or are they peers as well?
I'm above them.
You're above them?
So it's people below you. That are giving you feedback on yourself, in a group meeting. Okay, cool, so that's one area you're going to do every week.
Sonia, it was similar. It was feedback from my team. And I'll be receiving it, and I was thinking more an anonymous Google survey.
Because that makes people more open and honest. And then it would be like once a quarter.
Once quarter? Great. So you can do a poll check once a quarter. Fantastic. One more? Those were two good ones. Okay. I think that was good. That's a good idea. So you can see just a little bit of structure helps. I know exactly what I'm going to commit to. So now, you can check yourself. Did you set up this week. What do I need to do to actually set that up this week? Who do I need to talk to? Do I need to build the Google form. Do I need to tell the team. Let them know something is changing. How you want them to play. It's going to be really important. Okay. So healthy feedback culture, takes design and effort. Feedback culture do not just happen. That's why people spend so much time, building feedback cultures, because it' something we tend to avoid if we don't have to. Give yourself a structure. Design that for yourself. Because that is going to really help you get the result that you need and tweak it as time goes on based on your experience. The last is, then do it. Then do it. You have to follow through. This is the throw your hat over the fence. Even when it's uncomfortable, especially when it's uncomfortable. Even when you're pukey feeling like me.
As a manager, one of the most important things you do is give feedback to your team members. It’s hands-down the best way to ensure they can learn, grow and thrive in their professional career.
But giving good feedback is no easy task. It can be uncomfortable when there’s an issue of concern, and it’s difficult to strike the right balance between positive encouragement and constructive critique.
This course will guide you through the difficult terrain of giving and getting feedback so you can build a positive team culture that emphasizes improvement, learning and progress.
In this class, you’ll learn how to:
- Get over your fear of not knowing how to do feedback right.
- Be comfortable giving and getting feedback.
- Avoid burying your feedback under a mountain of compliments, kindness and sugar and instead let your message come out loud and clear.
- Refrain from being too blunt and emotionally disconnected, and avoid doing unnecessary harm to the receiver.