The first one is exactly what you just said. So we're talking about the work product. The second one is like how I experience you, so are you someone that makes me feel good or bad? Do I feel like you show up in a way that's not kind or pleasant with something? And then the third bucket is, which I'm actually most interested in, in of all, is you have a set of agreements around you to be beholden to.
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
Our book is available now at bravenewwork.com
We want to hear from you. Send your thoughts and feedback to podcast@theready.com
Looking for some help with your own transformation? Visit theready.com