Managing Remotely: How to Give Critical Feedback Effectively with Jonathan Raymond #11

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May 14, 2020

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Jonathan Raymond

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INSIGHT

Separate Observation From Assumption

Observing a performance drop is easy but assuming the cause often leads to mistakes.
Separating observation from conclusion opens better conversations and understanding.

ADVICE

Embrace Being Disliked as Manager

Give critical feedback despite fear of being disliked; managing requires vulnerability.
Don't prioritize being liked over improving team performance through honest conversations.

ADVICE

Use "The Mention" to Start Dialogue

Use "The Mention" to make short observations or ask questions about what you see.
Naming issues early starts dialogue without needing immediate solutions or assumptions.

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How do you have an effective performance conversation during a pandemic? Jonathan Raymond (@jonathanrefound) will introduce us to a super-easy to use and effective framework to provide critical feedback. You’ll learn how to apply the framework using real community challenges and tease out the actual language you can directly use to initiate those conversations.

“That's what feedback is about. It's not to correct the mistake, it's to start a conversation.”

JONATHAN RAYMOND - Author of “Good Authority”, Founder & CEO @ Refound

Jonathan spent 20 years building careers in business development and personal growth before figuring out a way to bring them together. He advises CEOs and organizational leaders on how to create a people-first culture that drives results. Refound works with organizations going through dynamic change, from Fortune 100 companies like Panasonic and McKesson to tech startups. Jonathan loves being a dad to two girls, surfing, and yoga. He also has a surprisingly good jump shot.

SHOWNOTES

What to do when someone on your team is obviously less productive (1:17)
Why people are afraid to give critical feedback and what makes it hard (6:01)
What is “The Accountability Dial?” (9:06)
How you can open a feedback conversation using “The Mention” (11:04)
Understanding the reality of where people are at and how you can move forward using “The Mention” during this pandemic. (17:21)
The right time to deliver critical feedback effectively. (23:06)
What happens if the first feedback conversation doesn’t work? Reopen it by applying “The Invitation” (30:41)
Signs you know your feedback is working. (33:04)
How to have a performance conversation during the pandemic by applying “The Mention” & “The Invitation” (36:39)
Introducing the other stages of “The Accountability Dial” (42:50)
How to increase team morale and give positive feedback using “The Accountability Dial” (53:34)
How to create an environment where feedback goes both ways between manager and employee. (55:04)

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