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Evolution Week 2 - Alignment, Feedback, Culture

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TransTechAcademy

The document discusses aligning teams through feedback. It introduces the Johari window model for understanding feedback and blind spots. It provides principles for giving effective feedback, including using "I" statements and making the feedback specific, goal-oriented, and understandable. It also discusses receiving feedback with an open mindset. The document outlines different contexts for feedback and emphasizes regular feedback between all team members. It provides tips for structuring constructive feedback conversations and aligning teams around a shared vision, goals, roles and cultural norms. The ultimate goal is for all team members to freely give feedback to one another.

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Transtech Academy Evolutionary Business - Week 2
I ItWe
Aligning with another: The art of giving and receiving feedback
Evolution Week 2 - Alignment, Feedback, Culture
Feedback Foundations
Johari Window Unknown Known Known Unknown Open Blind Spot Hidden Unknown Others To Me Hidden Unknown 6
Johari Window Unknown Known Known Unknown Blind Spot Hidden Others To Me Unknown Sharing Feedback 80% Open
8 The Foundation of good feedback: self management
Victim Caretaker Persecutor Deserter When we get triggered, we take our position on the Triangle
Goal: Get off the Triangle Take one act of power Empower Others Stay in the game Give up the right to be right Victim Caretaker Persecutor Deserter
WHAT HAPPENS WHEN WE COMMUNICATE The sender Message sent Context Position Style Emotion Words used
WHAT HAPPENS WHEN WE COMMUNICATE The receiver Response Choice Meaning Feelings Meaning Personal filters Message received
Evolution Week 2 - Alignment, Feedback, Culture
Perspective Humility
Giving and receiving feedback
16 Always - do a self check Use I statements Make it specific Make it as impersonal as possible Make it goal/action oriented Ensure understanding Make sure it is controllable Tailor it to fit context/situation/person General feedback principles
Positive vs negative feedback
Receiving feedback Say thank you first Take time if you need Own it - find something to learn about and for yourself Ok to ask clarifying questions - when you are clear and grounded
Live feedback - can be a dialog, questions, longer discussion., Most helpful for more crucial conversations Email/Slack etc. - Caution! Feedback most always should be impersonal and focused. Craft it carefully 1 x 1s - both manager and direct report should offer feedback regularly Peer/team feedback - the holy grail! Try doing it as a team to socialize it in first. ULTIMATE GOAL: EVERYONE GIVES FEEDBACK TO EACH OTHER, ALL OF THE TIME! Understanding context
Feedback grab bag 1. Can it be a dialog instead? 2. What about feedback to my manager? To a peer? To a senior executive? 3. What about email/slack/live/etc.? 4. Is it ok to give sandwich feedback?
1. (Ask questions/get clear/ground) 2. State the purpose I wanted to talk with because I feel disconnected... The project is a bit delayed... 3. State the data (what I experience/see...) Here is what I saw When this came in 2 weeks late 4. State the impact and/or inference My experience is...my judgment is... I am frustrated This causes me stress 5. Come to agreement/make a suggestion/request I would ask So we agree.. P.D.I.A.
Vision, goals and strategy Management Processes Culture: brand, values and norms Individual Development Structure How to align a team
5 STEPS TO AN ALIGNED TEAM 1. Why does your team exist? 2. Where are you going? What is the future that is different from today? 3. Who do you need, doing what work to get there? 4. What structure and process do you need to execute the work? 5. How will you coach your team?
Evolution Week 2 - Alignment, Feedback, Culture
Where are you going?
Vision/Compelling Purpose/WHY Whats your vision/comp purpose for your team? What does the future look like? How it will feel? How it will operate? Strategy and structure?
Who is going with you?
Building the right team Given your goals, who will you need doing what? New hires? Shift roles and responsibilities? Whats the right structure to support this? What is the culture you expect?
Managing individuals has two dimensions 1. The business and technical aspects of their job 2. The behaviors and cultural attributes you expect for their role, including Collective cultural attributes What is your answer for #2?
Team Agreements or Norms What behaviors will hold and sustain your team? What can you hold each other accountable to? What kind of culture would you like to create?
5 STEPS TO AN ALIGNED TEAM 1. Why does your team exist? 2. Where are you going? What is the future that is different from today? 3. Who do you need, doing what work to get there? 4. What structure and process do you need to execute the work? 5. How will you coach your team?

More Related Content

Evolution Week 2 - Alignment, Feedback, Culture

  • 3. Aligning with another: The art of giving and receiving feedback
  • 6. Johari Window Unknown Known Known Unknown Open Blind Spot Hidden Unknown Others To Me Hidden Unknown 6
  • 8. 8 The Foundation of good feedback: self management
  • 9. Victim Caretaker Persecutor Deserter When we get triggered, we take our position on the Triangle
  • 10. Goal: Get off the Triangle Take one act of power Empower Others Stay in the game Give up the right to be right Victim Caretaker Persecutor Deserter
  • 11. WHAT HAPPENS WHEN WE COMMUNICATE The sender Message sent Context Position Style Emotion Words used
  • 12. WHAT HAPPENS WHEN WE COMMUNICATE The receiver Response Choice Meaning Feelings Meaning Personal filters Message received
  • 16. 16 Always - do a self check Use I statements Make it specific Make it as impersonal as possible Make it goal/action oriented Ensure understanding Make sure it is controllable Tailor it to fit context/situation/person General feedback principles
  • 18. Receiving feedback Say thank you first Take time if you need Own it - find something to learn about and for yourself Ok to ask clarifying questions - when you are clear and grounded
  • 19. Live feedback - can be a dialog, questions, longer discussion., Most helpful for more crucial conversations Email/Slack etc. - Caution! Feedback most always should be impersonal and focused. Craft it carefully 1 x 1s - both manager and direct report should offer feedback regularly Peer/team feedback - the holy grail! Try doing it as a team to socialize it in first. ULTIMATE GOAL: EVERYONE GIVES FEEDBACK TO EACH OTHER, ALL OF THE TIME! Understanding context
  • 20. Feedback grab bag 1. Can it be a dialog instead? 2. What about feedback to my manager? To a peer? To a senior executive? 3. What about email/slack/live/etc.? 4. Is it ok to give sandwich feedback?
  • 21. 1. (Ask questions/get clear/ground) 2. State the purpose I wanted to talk with because I feel disconnected... The project is a bit delayed... 3. State the data (what I experience/see...) Here is what I saw When this came in 2 weeks late 4. State the impact and/or inference My experience is...my judgment is... I am frustrated This causes me stress 5. Come to agreement/make a suggestion/request I would ask So we agree.. P.D.I.A.
  • 22. Vision, goals and strategy Management Processes Culture: brand, values and norms Individual Development Structure How to align a team
  • 23. 5 STEPS TO AN ALIGNED TEAM 1. Why does your team exist? 2. Where are you going? What is the future that is different from today? 3. Who do you need, doing what work to get there? 4. What structure and process do you need to execute the work? 5. How will you coach your team?
  • 26. Vision/Compelling Purpose/WHY Whats your vision/comp purpose for your team? What does the future look like? How it will feel? How it will operate? Strategy and structure?
  • 27. Who is going with you?
  • 28. Building the right team Given your goals, who will you need doing what? New hires? Shift roles and responsibilities? Whats the right structure to support this? What is the culture you expect?
  • 29. Managing individuals has two dimensions 1. The business and technical aspects of their job 2. The behaviors and cultural attributes you expect for their role, including Collective cultural attributes What is your answer for #2?
  • 30. Team Agreements or Norms What behaviors will hold and sustain your team? What can you hold each other accountable to? What kind of culture would you like to create?
  • 31. 5 STEPS TO AN ALIGNED TEAM 1. Why does your team exist? 2. Where are you going? What is the future that is different from today? 3. Who do you need, doing what work to get there? 4. What structure and process do you need to execute the work? 5. How will you coach your team?