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insights from triad Consulting Group

This presentation consists of highlights from the interview with Moe Abdou,

founder & host of 33voices®.

Sheila Heen & Douglas StoneSheila is a Founder of Triad Consulting Group and a Lecturer on Law at Harvard Law School. Her husband teaches nego-tiation at MIT, and they are both schooled regularly in negotiation by their three kids.

Doug is a Founder of Triad Consulting and a Lecturer on Law at Harvard Law School. He has also written screenplays, and is determined to play guitar better than his friends.

They are the co-authors of Thanks for the Feedback: The Science and Art of Receiv-ing Feedback Well.

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When giving and receiving feedback,

distinguish whether its:

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When giving and receiving feedback,

distinguish whether its:To express appreciation

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When giving and receiving feedback,

distinguish whether its:To coach or be coached

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When giving and receiving feedback,

distinguish whether its:To evaluate performance

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As the leader giving feedback,make it your highest priority to keep the process discussable.

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Effective feedback requires action and accountability,

focus on improving only one thing at a time.

remember DOT (Do One Thing)

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Receiving feedback is often thorny because we tend to supersize its advice.

Accept it, appreciate it and grow from it instead.

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If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:

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If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:

Truth triggers - when the feedback is wrong, unfair or unhelpful

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If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:

Relationship triggers - when you don’t trust the source

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If you find yourself less engaged or resentful in a feedback conversation, it’s likely that one of these triggers are in the way:

Identity triggers - when someone challenges the essence of who you are

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Those who receive feedback well are insanely curious learners;

they live in the growth mindset of constant improvement.

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Leaders who openly invite feedback are much more effective at delivering it;they know that the real power always lies with the receiver.

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Know when to draw boundaries.Say ‘no’ to feedback when:

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Know when to draw boundaries.Say ‘no’ to feedback when:

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Know when to draw boundaries.Say ‘no’ to feedback when:

Its’ causing you emotional tension

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Know when to draw boundaries.Say ‘no’ to feedback when:and When the manner & tone of the giver

is offensive & belittling

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The art of engaging in a difficult conversation requires you:

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The art of engaging in a difficult conversation requires you:

To have the right intent

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The art of engaging in a difficult conversation requires you:

To be totally present

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The art of engaging in a difficult conversation requires you:

To be a great listener

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Those who welcome feedback

are likely to:

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Those who welcome feedback

are likely to:Try small experiments

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Those who welcome feedback

are likely to:Ride out the “J” curve -

accepting that things could get worse before they get better

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Those who welcome feedback

are likely to:Coach their coach -

always giving feedback to the person providing the coaching

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Those who welcome feedback

are likely to:Invite them in -

are proactive in seeking help when needed

What’s the one thing you could have done differently the last time you received

valuable feedback?

REALLY REFLECT...

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