"Most of my experience around this is personal experience and mostly it's been garbage," he says. "I get a lot of behind the scenes feedback because I think that nobody wants to be the person who's publicly like, let me shower this power holder with like accolades" He adds: "What you don't know is 98% of what I do ... Sure. That's all I can do on how I experience you."
We’ve covered feedback before on the show, because learning how to give and receive it is a key part of team growth and success. But establishing an entire system that lets different flavors of feedback flourish? That’s a different can of worms. So, how do we cultivate feedback-related agreements and norms in a self-managing culture?
In this episode of Brave New Work, Aaron Dignan and Rodney Evans have some solid ideas—and some spicy questions:
- Why creating a feedback-rich culture is hard—and why not having one is harder
- Why experiences in and around feedback can feel so perilous and panicky
- How to build containers in which intense, even critical feedback can happen safely
- The three different types of feedback we most often run into at work
- How power dynamics and personal preference play a part in this game
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