Separate observations from assumptions and approach feedback conversations with curiosity rather than judgment.
Create a safe space for employees to express their concerns and address personal challenges separate from performance expectations.
Invest in relationships, establish a shared language for feedback, and prioritize the growth and development of team members.
Deep dives
The Accountability Dial: A Framework for Effective Feedback
In this podcast episode, the host, Jerry Lee, and guest, Jonathan Raymond, discuss the importance of effective performance management and feedback. They introduce the concept of the Accountability Dial, a five-step process for initiating and managing feedback conversations. They emphasize the need to separate observations from assumptions and to approach feedback conversations with curiosity rather than judgment. The mention, invitation, and conversation stages of the Accountability Dial are outlined, providing practical strategies for addressing performance issues and personal challenges in a remote work environment. The episode highlights the importance of building trust and creating a safe space for open communication and growth.
Addressing Sensitivity and Anxiety in the Workplace
This podcast episode delves into the challenges of managing sensitive topics such as health concerns and anxiety in the workplace during the pandemic. The hosts and guest explore the importance of acknowledging employees' fears and anxieties without minimizing or dismissing them. They emphasize the need to approach these conversations with empathy and compassion, providing a safe space for individuals to express their concerns. The concept of creating a coaching agreement and establishing a structure for feedback and growth is discussed as a way to foster open dialogue and support employees' well-being. The episode also highlights the significance of separating personal challenges from performance expectations and fostering a culture of understanding and support.
Empowering Effective Feedback and Development
In this podcast episode, the hosts explore the power of effective feedback and development in leadership roles. The guest, Jonathan Raymond, introduces the Accountability Dial as a practical framework for starting and managing feedback conversations. The conversation focuses on the challenges individuals face in providing feedback and the reasons behind their fear or reluctance. The importance of investing in relationships, creating a shared language for feedback, and setting clear expectations for feedback discussions is emphasized. The episode underscores the need for managers to overcome their own insecurities and prioritize the growth and development of their team members, ultimately fostering a culture of continuous improvement and learning.
The Importance of Feedback and Coaching in One-on-Ones
Reserving the first one-third of one-on-one meetings for feedback and coaching is essential. Starting with coaching and development allows for better focus and ensures it doesn't get overshadowed by task-oriented discussions. Building white space between meetings and using the phone for conversations are effective strategies. Picking up the phone and having a human conversation can greatly improve understanding and save time wasted on ineffective digital communication methods like Slack and email. Keeping a balance between giving constructive feedback and praising the good things is crucial.
The Accountability Dial: Recap and Application
The accountability dial consists of five steps: mention, invitation, conversation, boundary, and limit. Mentioning specific behaviors and acknowledging progress is important, even in challenging times. The invitation stage involves engaging in further discussion, connecting patterns of behavior, and allowing reflection. Setting boundaries with clear expectations and time frames fosters accountability. However, it is essential to recognize the limits of feedback and coaching efforts. Creating an environment of bi-directional feedback is possible by building relationships, asking for feedback, and finding flexible ways to communicate regularly with managers.
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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