Building teams by reinforcing personal feedback loops
- 1. Building teams by reinforcing personal feedback loops Bartosz Kobyłecki
- 2. Growing Building teams by reinforcing personal feedback loops
- 3. Gains in the end you’ll get step-by-step recipe you’ll know reasons of each step
- 4. What is feedback? or Im havi pa Be ct feedback Awareness
- 9. lag Feedback predictability attributes means
- 10. Feedback lag time gap Here you do Here you something know what you’ve actually done
- 14. Time matters opportunities to react / change behavior feedback lag
- 16. Expect the unexpected Positive Negative feedback feedback
- 17. Expect the unexpected Eyebrows up Positive with Negative feedback eyes wide feedback open
- 18. Expect the unexpected Eyebrows up Positive 30% with 15-20% Negative feedback eyes wide feedback open ignitors of change
- 19. Means of feedback conversation appraisal high five written ...
- 20. Suggested approach lag: at least once per 3 months predictability: focus on unexpected means: mix - written with conversation
- 21. So, what could it possibly change?
- 22. So, what could it possibly change? you should have more optimism for changes we do in our teams’ process
- 23. So, what could it possibly change? you should have more optimism for changes we do in our teams’ process I need more approbation from you, as this motivates me even more to work
- 24. So, what could it possibly change? you should have more you get nervous very fast and optimism for changes we do then it’s hard for me to tell you in our teams’ process anything I need more approbation from you, as this motivates me even more to work
- 25. So, what could it possibly change? you should have more you get nervous very fast and optimism for changes we do then it’s hard for me to tell you in our teams’ process anything Last month there where 3 situations I need more approbation when you had problem with a certain from you, as this task but the rest of the team didn’t motivates me even more know about it. In consequence we to work failed with sprint delivery. Consider sharing problems earlier.
- 26. The more connections between team mates... connection = {dependency, expectation, feedback}
- 27. The more connections between team mates... connection = {dependency, expectation, feedback} ...the more you can call your team a team, not a group
- 28. subjective no guarantee take as much as you want
- 29. 1. 2. 3. 4. 5. 6.
- 30. 1. Inform what you’re going to do
- 31. 1. Inform what you’re going to do a month before
- 32. 1. Inform what you’re going to do a month before the best is face-to-face (preceded by e-mail) purpose perception by others self development
- 33. 1. Inform what you’re going to do a month before the best is face-to-face (preceded by e-mail) purpose perception by others self development show the spreadsheet
- 34. 2. Encourage to make notes on daily basis
- 35. 2. Encourage to make notes on daily basis feedback works best with real-life examples it’s not enough to say it once it’s HARD
- 36. General vs. precise You are always late for meetings and standups. During last month you were late on 5 out of 11 meetings we had. The team waits for you to avoid double talking and is wasting time.
- 37. 3. Write your feedback spreadsheet may look like this Do more of it - I Continue doing, Do less of it. Too Stop doing it, like it! The more cause you’re an Start doing it Who (optional) much is too bad please the better expert in it! Keep on reminding everybody I think you often impeach other Stop playing those loud youtube Your professional attitude. You Start to talk more about your Robert what we’ve agreed on for our people opinion. It’s OK time to clips with speakers. It ruins my separate problems from people, yourself - your interests and development process time, but not all the time. Take it flow completely. which is a nice skill. hobbies. Life is not just work. easy, it’s just an opinion. (...) (...) (...) (...) (...) (...)
- 38. 3. Write your feedback
- 39. 3. Write your feedback I use Google Docs forms make it descriptive ! each one gives feedback to everyone in a team
- 40. 3. Write your feedback I use Google Docs forms make it descriptive ! each one gives feedback to everyone in a team make sure that anonymous is anonymous. It’s crucial, but... ...allow people to leave their names if they want to
- 41. 4. Debriefing and making sense
- 42. 4. Debriefing and making sense share a gathered feedback read the feedback by yourself schedule a meeting - talk about impression
- 43. 4. Debriefing and making sense share a gathered feedback read the feedback by yourself schedule a meeting - talk about impression during a meeting ask 3 important questions: what was the biggest surprise for you? what did you expected? what are you content with?
- 45. 5. Q&A
- 46. 5. Q&A I gave 10 mins to each person, so one could say:
- 47. 5. Q&A I gave 10 mins to each person, so one could say: what surprised him/her what he/she is going to change what he/she is not going to change and why
- 48. 5. Q&A I gave 10 mins to each person, so one could say: what surprised him/her what he/she is going to change what he/she is not going to change and why make it a live, public conversation to avoid misunderstandings
- 50. 6. Follow ups!
- 51. 6. Follow ups! coaching becomes crucial
- 52. 6. Follow ups! coaching becomes crucial 15 mins each two weeks
- 53. 6. Follow ups! coaching becomes crucial 15 mins each two weeks no follow ups = let go next feedback
- 54. 6. Follow ups! coaching becomes crucial 15 mins each two weeks no follow ups = let go next feedback give some time - it takes a month to change a habit
- 55. 6. Follow ups! coaching becomes crucial 15 mins each two weeks no follow ups = let go next feedback give some time - it takes a month to change a habit coaching shouldn’t be done by supervisor!
- 56. Inform Make notes Write Debriefing Q&A Follow up
- 57. 0.
- 58. 0. Be an example experience it first by yourself ask for feedback just for you
- 59. Disclaimer if there is no follow up, the whole process is perceived counterproductive low level of trust? high level of trust?
- 60. Thank you Credits http://www.sxc.hu/photo/211874 http://www.sxc.hu/browse.phtml?f=download&id=731963 http://files.myopera.com/saranayrose/blog/bigpond-interview.jpg http://www.sxc.hu/photo/523039 http://d2mns3z2df8ldk.cloudfront.net/assets/travel/getting_around/2170-640x360- congestion-charge_hero.jpg http://www.dofa.pl/uploads/images/ppp%20k%203.jpg http://www.flickr.com/photos/corkbilly/6812644184/ research: http://www.whyteco.com.au/PDFs/Research_Bulletin%20No.7_May12.pdf
Editor's Notes
- #2: prezentacja będzie dostępna publicznie\n
- #3: prezentacja będzie dostępna publicznie\n
- #4: \n
- #5: assuming that I’ll not bore you to sleep\n\nstart with theory, later practice\n
- #6: moment when you become aware of an impact you caused by your behavior\n
- #7: remember when you scored a goal...\n
- #8: \n
- #9: parents - teacher interview\n
- #10: or the moment when you become aware of opened toiled lid..\n\nyou may observe a pattern here - the honesty of feedback depends on relations that you have - the closer relation, the more honest feedback. \n\nwe are often afraid of giving feedback because we think this may ruin the existing relation.\n\nparadoxically to build a good relation we need feedback.\n\nbut instead in the workplace we get THIS\n\n\n
- #11: In work environment we get our feedback from...Jenkins.\n\nuseful, skills, behavior and attitude \n\nEarn a living as a programmer but you’re a human, so you should also have feedback on how you, as a human, are perceived at work. \n
- #12: before the example...\n\nAmong many attributes of feedback there are three, that deserve special attention.\n
- #13: \n
- #14: \n
- #15: change temperature, experience\n
- #16: congestion charge zone.\n
- #17: \n
- #18: Surprise drives us to change our behavior.\n\nself awareness improves\n
- #19: Surprise drives us to change our behavior.\n\nself awareness improves\n
- #20: Surprise drives us to change our behavior.\n\nself awareness improves\n
- #21: Surprise drives us to change our behavior.\n\nself awareness improves\n
- #22: appraisal in corporations, takes a lot of time\n
- #23: you may ask yourself now\n
- #24: answer to yourself if you could ignore it completely\n\ncreates dependencies and expectations\n\nthese establish connections\n\n\n
- #25: answer to yourself if you could ignore it completely\n\ncreates dependencies and expectations\n\nthese establish connections\n\n\n
- #26: answer to yourself if you could ignore it completely\n\ncreates dependencies and expectations\n\nthese establish connections\n\n\n
- #27: answer to yourself if you could ignore it completely\n\ncreates dependencies and expectations\n\nthese establish connections\n\n\n
- #28: \n
- #29: connections may become stronger if there are expectations and dependencies\n
- #30: Process was carried out within a dev team - no PO, no line manager, just developers, coder, tester. I served the team as a scrum master. \nIt doesn’t mean it won’t work in your case, it just means that my experience was within such an environment.\n
- #31: now, taking the advantage that I’m on stage, I’ll try to convince you to waterfall methodology...\n
- #32: why inform a month before? to give people some time to make observations and make sure what really deserves feedback, i.e. you’re always late\nexplain why you want to do it:\n- give a chance to know how are you perceived by others\n- self development\n- model dojrzałości zespołowej - wejście na kolejny level\n\nHow can a boss be aware of feedback taking place and not use it in his performance review?\n
- #33: why inform a month before? to give people some time to make observations and make sure what really deserves feedback, i.e. you’re always late\nexplain why you want to do it:\n- give a chance to know how are you perceived by others\n- self development\n- model dojrzałości zespołowej - wejście na kolejny level\n\nHow can a boss be aware of feedback taking place and not use it in his performance review?\n
- #34: why inform a month before? to give people some time to make observations and make sure what really deserves feedback, i.e. you’re always late\nexplain why you want to do it:\n- give a chance to know how are you perceived by others\n- self development\n- model dojrzałości zespołowej - wejście na kolejny level\n\nHow can a boss be aware of feedback taking place and not use it in his performance review?\n
- #35: why inform a month before? to give people some time to make observations and make sure what really deserves feedback, i.e. you’re always late\nexplain why you want to do it:\n- give a chance to know how are you perceived by others\n- self development\n- model dojrzałości zespołowej - wejście na kolejny level\n\nHow can a boss be aware of feedback taking place and not use it in his performance review?\n
- #36: why inform a month before? to give people some time to make observations and make sure what really deserves feedback, i.e. you’re always late\nexplain why you want to do it:\n- give a chance to know how are you perceived by others\n- self development\n- model dojrzałości zespołowej - wejście na kolejny level\n\nHow can a boss be aware of feedback taking place and not use it in his performance review?\n
- #37: why inform a month before? to give people some time to make observations and make sure what really deserves feedback, i.e. you’re always late\nexplain why you want to do it:\n- give a chance to know how are you perceived by others\n- self development\n- model dojrzałości zespołowej - wejście na kolejny level\n\nHow can a boss be aware of feedback taking place and not use it in his performance review?\n
- #38: series of little steps \nit’s hard but don’t worry - that it’s just one month.\n\npurpose of notes - establish communication - give examples to be better understood\nother purpose - you make sure that you’re right\n
- #39: \n
- #40: \n
- #41: \n
- #42: writing encourages reflection\n\nanonymous - honest\n\n\n
- #43: writing encourages reflection\n\nanonymous - honest\n\n\n
- #44: writing encourages reflection\n\nanonymous - honest\n\n\n
- #45: writing encourages reflection\n\nanonymous - honest\n\n\n
- #46: writing encourages reflection\n\nanonymous - honest\n\n\n
- #47: bad energy - go away\ngood energy - convert to enthusiasm to work on oneself\n\nDebriefing done by specialist (not line manager) may lead to higher level of satisfaction. Agile coach is such a specialist as I assume he developed soft and interpersonal skills. I discourage debriefing be done by a team member.\n\n\n
- #48: bad energy - go away\ngood energy - convert to enthusiasm to work on oneself\n\nDebriefing done by specialist (not line manager) may lead to higher level of satisfaction. Agile coach is such a specialist as I assume he developed soft and interpersonal skills. I discourage debriefing be done by a team member.\n\n\n
- #49: bad energy - go away\ngood energy - convert to enthusiasm to work on oneself\n\nDebriefing done by specialist (not line manager) may lead to higher level of satisfaction. Agile coach is such a specialist as I assume he developed soft and interpersonal skills. I discourage debriefing be done by a team member.\n\n\n
- #50: bad energy - go away\ngood energy - convert to enthusiasm to work on oneself\n\nDebriefing done by specialist (not line manager) may lead to higher level of satisfaction. Agile coach is such a specialist as I assume he developed soft and interpersonal skills. I discourage debriefing be done by a team member.\n\n\n
- #51: bad energy - go away\ngood energy - convert to enthusiasm to work on oneself\n\nDebriefing done by specialist (not line manager) may lead to higher level of satisfaction. Agile coach is such a specialist as I assume he developed soft and interpersonal skills. I discourage debriefing be done by a team member.\n\n\n
- #52: bad energy - go away\ngood energy - convert to enthusiasm to work on oneself\n\nDebriefing done by specialist (not line manager) may lead to higher level of satisfaction. Agile coach is such a specialist as I assume he developed soft and interpersonal skills. I discourage debriefing be done by a team member.\n\n\n
- #53: bad energy - go away\ngood energy - convert to enthusiasm to work on oneself\n\nDebriefing done by specialist (not line manager) may lead to higher level of satisfaction. Agile coach is such a specialist as I assume he developed soft and interpersonal skills. I discourage debriefing be done by a team member.\n\n\n
- #54: Feedback may hurt. Be there as a supporter. If you are not sure that you can handle debriefing, let it do someone from HR department. People can be very sensitive and immediately go to the negatives and undermine their self-esteem.\n \n
- #55: \n
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- #60: \n
- #61: there’s been a study conducted, which revealed that no follow up = no action. \n
- #62: there’s been a study conducted, which revealed that no follow up = no action. \n
- #63: there’s been a study conducted, which revealed that no follow up = no action. \n
- #64: there’s been a study conducted, which revealed that no follow up = no action. \n
- #65: there’s been a study conducted, which revealed that no follow up = no action. \n
- #66: It’s not rocket science. It’s simple and keep it simple. At least at the beginning.\n
- #67: it’s easier to show what the feedback is than just talk about it\n
- #68: it’s easier to show what the feedback is than just talk about it\n
- #69: Survival - Learning - Self organizing\n
- #70: \n