I think there's something here around how we do governance where we could spend more time when we look at a role talking about like, what has to be happening for the role to be continually held? I don't think we do that enough. If you're a customer support person at Mermer, if you don't answer customer support requests within 24 hours consistently, you can't hold that role. And I feel like I was assigned a lot of special projects in my career. There's also a question of like, let's like,what is baseline performance in this job.
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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