Depending on the role that you hold, these three things can be really distinct or they can start to blur. And so if you are a product designer at Mermer, the work is very separate from you. It's very much like you made a thing. Do people click on it or not? You know? And then if you're like, I don't like the way that you, whatever, it's separate from the work. If you look at something like coaching a facilitation or therapist, it's like the work product is you. and so it gets way blurrier. Like we've had this at the ready before as a conversation, which is like, who's a good
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