Feedback is so important and the reason we want to talk about it today, this is gonna matter to your professional life if you're a manager or leader, but it matters to your personal life too. This is like essential to being a human is communication and feedback. Correcting what's not working. Giving people information about what is working. What you want them to do more of. This is at the core of what it is to be in community or in an organization. When we're in management, we have a responsibility to team or organization, right? So to be able to get people moving in the right direction, we have to give them feedback. Are we on course or off course? So today what we're going to focus on is how to give impactful feedback. Part of giving impactful feedback is just giving it or receiving it. Just doing feedback alone is part of the equation. But also, how can we do it better? To have more of an intentional outcome of what we want. So you can see here, why it's both hard and important. Fee...
dback is something I'm sure every single person watching online or in the room has heard they're supposed to do, or be good at, or it's important. We've all heard that. It doesn't mean that we're good at it. It doesn't mean that we do it regularly, do as much as we should, or do it in the ways that we should. So, today, hopefully if you stick through it with me we'll end up at the end with some really key skills and mindsets that are going to benefit you. So practice using them. It's sort of like what goes into good feedback, what should be aiming at. And then what's a model I might be able to rely on. This comes from working in organizations over a lot of time where feedback is absolutely critical. Where I coach and where I train, everyone is trying to build a better feedback culture and this is the way they go about doing it. You have to educate, you have to build a culture of it, both internally and yourself, sort of an identity of it. Also in your organization, getting everyone on the same page. So that's what we're going to focus on today. What I want to give you by the end is a sense of your personal eloquence. That sounds pretty cool, right? What does that even mean? Where your personal eloquence is very important. It's the ability to say something in a way that lets your intended message come through with resonance on the other side. Where someone can really connect to it. It works the way you want it to work. My thought for everyone of you is that you all have eloquence inside you to tap into. So I want to help you touch that. Or if you already have a sense of personal eloquence, let's expand it today. 'Cause eloquence is going to be the key that allows for impactful feedback. I can give you frameworks, but when you go to actually say it, there's a real human on the other side with real feeling. You're a human with real feelings. So, how you actually say things matters, okay? Now also, I want to give you a framework to help you feel supported. So there is a little bit of structure and almost math to how we want to give feedback so we're not just floating in the ether or trying to give it. There's some anchor points that we can check ourselves against. Lastly, an maybe most importantly, I want to give everyone more comfort in discomfort. There is no way possible to take all the discomfort out of the feedback process. So our goal is not to remove it, but to just understand how to dance with it. What does it feel like when I'm uncomfortable? What is my discomfort prevent me to do, prevent me from doing, or cause me to do? It's kind of this force that holds us down or like kind of pushes us around sometimes. So the goal today is going to be how do I get more confidence or comfort in that. Why I think this is going to be so important for you in the room and everyone watching online is this is something we have the opportunity to do every single. If we get just a little more better in our ability to give feedback it can shift the outcomes we're having in our workplace, in our families, in our friendships, in our community projects by so much because there's so much opportunity for feedback. Even if we get a little bit better, it will have a huge impact on us and our outcomes. Great, so let's get into it. What I'd like to first talk about is one of my favorite concepts. If you were in the previous course around leadership skills for new managers I brought this up again. The idea today is to be a Taoist, to walk the path of the Tao. What that really means is being a business Taoist is about finding the edges, the extreme poles we might play with, and then figure out how to integrate them in yourself and live them and make them yours. So with feedback today, I'm going to give you some opposing perspectives. Things that could be in conflict and it's up to us to resolve them and find a way. So we're going to work in all that. That might seem a little bit confusing, but to take the idea of understand the extremes and then think about how you're going to take this forward and integrate them in yourself. That's the yin and yang. We'll come back to that. So what are we covering today? What are you gonna get if you stick in through this whole thing? We're going to cover a little bit of why feedback. Get into the mindset of feedback that's gonna be really helpful. We're going to talk about the where and when, like what's important 'cause it's not just your words it's your environment matters. We're going to go into feedback structure. We're going to talk about how to set ourselves up to just do it more often, even if we don't always want to. We're not going to forget about the positive side of things, recognition. With recognition, it's sometimes a little bit easier, but we want to get you better at recognition. So your recognition has more impact and actually leads people to do more of the thing you think they did so well. That's the goal with recognition. So we're gonna end on a really high note. So a little bit about our feedback. We're going to focus a little bit more on the challenging end of feedback. There's sort of like recognition is a form of feedback, have sort of light feedback, and then have really difficult feedback. Maybe you're going on a performance improvement plan. I have to let you go. I have to take you off this project. We might not go all the way on the hard side, but we're going to be tilted a little more towards difficult feedback 'cause I think that's the feedback that we tend to avoid the most. So we're going to spend the time and all of the tactics of that will transfer to feedbacks a little easier. By the end of this, you should feel like a feedback ninja. That's the idea, right? Where you might have some dragons in you to slay, but you'll know how to do it.