Chapter 13 of Reconnecting Workspaces focuses on feedback and other performance conversations. Today’s post is an excerpt from Chapter 13, shedding light on some of the neuroscience behind the feedback. Here’s what I wrote in Reconnecting Workspaces,
“Feedback is received by everyone in different ways. Feedback has the potential to significantly impact us and will be seen through the lens of how we see the world. One interesting model to explore is David Rock’s SCARF model.
Consider how feedback triggers us in terms of our own needs as it relates to:
• Status
• Certainty
• Autonomy
• Relatedness
• Fairness
What do you notice about how you give feedback? Is it specific, short, in the moment? Does it need to be integrated with other conversations? What can you do to create regular and ongoing conversation touch points?
Focus feedback on the most important items. Ask yourself, what’s urgent and important? What’s the priority?
As you go to prepare for feedback, ask yourself,
• When are we having the feedback conversation?
• Are we both clear on the purpose of feedback?
• What will create a good environment for the feedback conversation?
• What feedback is considered valuable by the employee around feedback?
• As the leader, what feedback is important for me to provide?
• What specific examples do I have to share?
• What can I do to remember to follow up?”
If you have not taken a look at my own model around preparing for feedback, the REVET model, which I originally shared in Reconnecting Workspaces, keep your eyes open for it on Friday in the Flashback post here at the Teams365 blog.
Enjoy!
Jennifer
“Feedback is received by everyone in different ways. Feedback has the potential to significantly impact us and will be seen through the lens of how we see the world. One interesting model to explore is David Rock’s SCARF model.
Consider how feedback triggers us in terms of our own needs as it relates to:
• Status
• Certainty
• Autonomy
• Relatedness
• Fairness
What do you notice about how you give feedback? Is it specific, short, in the moment? Does it need to be integrated with other conversations? What can you do to create regular and ongoing conversation touch points?
Focus feedback on the most important items. Ask yourself, what’s urgent and important? What’s the priority?
As you go to prepare for feedback, ask yourself,
• When are we having the feedback conversation?
• Are we both clear on the purpose of feedback?
• What will create a good environment for the feedback conversation?
• What feedback is considered valuable by the employee around feedback?
• As the leader, what feedback is important for me to provide?
• What specific examples do I have to share?
• What can I do to remember to follow up?”
If you have not taken a look at my own model around preparing for feedback, the REVET model, which I originally shared in Reconnecting Workspaces, keep your eyes open for it on Friday in the Flashback post here at the Teams365 blog.
Enjoy!
Jennifer
Jennifer Britton
Potentials Realized |Reconnecting Workspaces | Group Coaching Essentials
Team and Leadership Development | Coaching | Retreats
Follow us on Instagram @ReconnectingWorkspaces
Phone: (416)996-8326
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