Grow yourself & your team with skilled feedback | Georg Fasching | Skillshare

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Grow yourself & your team with skilled feedback

teacher avatar Georg Fasching, Unlock Your Team's Genius

Watch this class and thousands more

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

6 Lessons (31m)
    • 1. Welcome to your class on Feedback

    • 2. The Value of Growing a Feedback Culture

    • 3. What good feedback looks like

    • 4. How to Formulate Appreciative Feedback

    • 5. How to Formulate Growth Feedback

    • 6. Turning Feedback on its head with Feedforward

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About This Class

What do you feel when you read the word feedback?

If it's some mix of discomfort and curiosity, you're not alone. Many people in the world of work would like to get useful feedback to get even better at their work. Yet many don't actually know how to offer feedback, and how to receive it.

This class is here to help you change that!

At the end of this class you can:

  • describe why feedback is important
  • practice how to formulate appreciative feedback
  • practice how to formulate feedback to help others grow

Meet Your Teacher

Teacher Profile Image

Georg Fasching

Unlock Your Team's Genius


Hello there,


Teamwork is fun, but it is not always easy.


Having worked with teams in product development for over 20 years, I formed the conviction that every team has genius. It is up to all of us to create the conditions to unlock that genius and let teams be dream teams.


I'm Georg, a professional team coach, originally from Austria, and I worked around the world with great people from all sorts of interesting cultures.


Alongside my work I have always sought to learn as much as I can and am delighted when I get the opportunity to share some of what I learned through practice or professional development with others.

See full profile

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1. Welcome to your class on Feedback: Hi, my name is George. What do you think about feedback? What do you feel? It's any combination of discomfort and curiosity. You're not alone. Many people, if not most, in a creative space, think like that and feel like that. And it usually comes from those types of situations where we perhaps have been offered some feedback. And that person may have just blurt something at us that was framed Morris a harsh criticism and formatted in a way that didn't actually allow us to grow and response. And maybe that happened a few times over the years. And then the word feedback has received that uncomfortable association. But actually feed back is there to help us grow. All we need to do is become skilled at offering and receiving it. And with that, we can build a feedback culture. So for a creator who collaborates with clients, and for a creator who collaborates with other creators and perhaps builds a team around it. It is the importance to actually get comfortable with the exchange of feedback. Because only through that can we jointly create something that is truly awesome and hopefully creates a bigger positive difference for planet, for people. So join me in this class. Let me know what do you think about my core tips and strategies and techniques for constructing, offering, and receiving feedback. And with another technique that doesn't even look to the past to help us create something better together. I hope. Enjoyed. Thank you. 2. The Value of Growing a Feedback Culture: Hi and welcome back to this new module. I do hope that you are doing very well indeed, and I hope that your practice with your team is going well as well. So this module is all about the art and skill of giving feedback. And I'd like to open up with a few comments and thoughts about growing a feedback culture. So growing a FitBit culture. First of, how is it important as well as the team coach, you cannot be with the team and everything member in every interaction at all times. And the team, of course, will improve over time on their own. You might have team improvement meetings. And the, there might be other mechanisms that you have in place with your team for continuously improving. But actually growing if EPA culture in the team is very, very effective and frees up some of your time as well. So firstly, if there is currently no practice of giving and receiving feedback in the team, that can either be because the team is not at the right experience level where they know how to do that properly. So there might be an education gap to might be a practice gap or a skill gap. They might be in a team formation, team stage, especially the forming stage, for instance, where they're a little bit uncomfortable about bringing these things out and might be a variety of reasons. But no matter what the reason really is, the great news is that it starts with you. You can start bringing in that feed pickled trend, growing that in your team. And over time it will make your work with the team a lot easier because they will be able to take care of a lot of these things themselves. Right? So before we go further into that, I'd like to make a call out about cultural differences. So we're talking about worrying a feedback, culturing the team. But depending on where your team is, whether people are from that are in your team and so on and so forth. And there might be some cultural differences. So for instance, I just noticed that I made this motion in order to scratch an itch and culturally that will be perceived very differently across the world and all that. It was actually scratch my, scratch my skin here. So and poignant way to actually illustrate some cultural nuances. So the reason I'm going to offer several methods and models for offering and receiving feedback and working with people in a team is because contexts that difference and cultures are different. And I need to leave it up to you and your judgment and your expertise of working in yoke cultural environment in order to work out how to best use this. But I can only encourage you to really take up this skill and start growing it in your team because it will make your work with the team a lot easier and it will make the work of the team getting better at what they do and how they collaborate. A lot easier as well. So when it starts with use, of course, you can step ahead and invite feedback. And that's actually something really powerful. And people are understandably perhaps somewhat has a tendency to actually do that because we were being, being vulnerable when we're asking people for feedback. And there is in some organizations a bit of stigma around it where traditional managers have used giving feedback as a label for telling people off. And that is of course not what feedback is really about. Feedback is a gift of growth, and that's how we need to see it, right? And the growth can be an appreciative manner or in an improvement manner, right? And I'm gonna talk a little bit more about that in the next section in this module. But the dedication for the team to help them in equipment with the skills and growing the comfort of giving and receiving feedback, that is exactly what you can help them with. And the more that you lead with that, the more the team will feel it is being normalized and it's becoming a Normalized behaviour in the team. So a few thoughts perhaps, or things I'd like to share from my past, if that's okay, you might have come across this particular video on my YouTube channel. I've shared something about the fact that I'm working through clinical perfectionism. And it has been a lot quiets the burden some, some time ago to a point where I was actually unable to really keep up with demands because in my mind, what I had to live was an has reached an unachievable state of perfection. And then a little bit after I have figured out how to deal with a big part of that was actually to realize that sharing things early, getting feedback ultimately helps me to achieve a higher level of fidelity or high level of productivity and better outcome, then even if I had at some point achieved what I had as an illusion in my mind in terms of the state of perfection. And that also comes to my, my coaching practice. I regularly ask the people who get to work with how a conserved and better. And it was difficult at first. But the more and it is, the easier it was. And now it is almost centered practice, alright? Because it is really the people that it gets to serve who know best, how I can improve and how I can serve them better. Naturally, I continued my professional development, but I need to feed back in order to make that more targeted. Alright? So I could only encourage you based on how phenomenally asking for feedback has helped me. Yes, it is a little bit uncomfortable at the beginning, but you can dial it up very slowly and use it with people whom you trust first, if you want to grow your level of comfort and grow your comfort zone Foldit and before you go into the team. But it is an incredibly valuable thing to have, not only for your own practice, but also for the entirety of the team. Okay. So with that personal story. Folded in here, I'd like to close this introductory section of the module on feedback to also then call out that you might be best advised to consider the stage that the team is currently in development. For example, in the forming stage, there will be a lot of things that can be improved, especially at the very beginning on day 0. And there is no need for you to point out everything that the team can do better or that people in a team can do better because they will be aware of many of those things anyway, right? So the overtime when the situation has changed and things have settled down and you're still spotting certain things, then it's a much better time to then offered those for improvement in the 0 to know how long the team set up stages or initial periods in your world of work. Last. But at the beginning you might want to have a higher proportion of appreciative feedback in order to acknowledge the extra efforts that team members are putting in, so on and so forth rather than offering growth feedback, right? So that probably brings up a question in your mind about when we're talking about ratios between appreciative and improvement or growth feedback. What can we use as a guide? So I have come to a Guide for myself that I've found works quite well. And I have derived it from biology. So as a species, we have a survival strategy that is based on avoiding failure. Rather than embracing risk. Which nowadays is not overly helpful when you're trying to achieve wonderful things, but that's a different story. So you can see the effect of this biological wiring in the way that news travels. And that is this unfortunate saying that bad news is good news, right? Negative news, things about negative and bad events treble nine times as fast as anything positive and in the news out there. And you will see nine times as much concerning news, then he would see good news. And that is very much to do with our biological wiring. So does it mean you need to tip it over and if they're negative things treble mine times as quickly as positive things, then you need to put offer mine appreciative points of feedback before they can offer one improvement feedback, No, that would be quite impractical, right? It'll be nice. It would be really good if you could have a ratio of four to one. Nothing that is somewhat practical in the world of work nowadays. And I would encourage you to attend that. And at the very minimum, Go for a one-to-one. But overall, have a, have a leaning more towards a bit more positive than Improvement feedback, bit more appreciative feedback, then grow three peck. Okay, so just a few introductory comments. Have that all sink in a little bit and see where is your team currently when it comes to giving feedback. And then join me in the next section as we look at what good feedback looks like. Ok. Thank you and I'll be in the next video. Bye-bye. 3. What good feedback looks like: Hi and welcome back. In this section we looking at what's good and constructive feedback actually looks like. Alright, so first of all, as I have mentioned in introductory comments, feedback is a gift that should be offered. So that means if you are approaching someone and say, hey, could office and feedback please, the other person can very well say, no thanks. And that should be accepted. Yeah. So there is a caveat to that when you are a team leader and you need to offer feedback of the growth or improvement kinds to a direct report, then you can pete perhaps a better time in order to do that again. Or at 1, you can say, well, when we're getting together, a really needs to let you know about something. I've been trying to offer it as a feedback. You kept saying no. Can we sit down, please? Yeah. But a good starting point is usually to offer the feedback. And when you're in a non-hierarchical relationship as a team coach, then feedback should always be offered. And it should be offered whether it's something that you are acknowledging about the person or appreciative person. Or whether it is something where you see an improvement, potential growth opportunity for the other person. Also, we should always attempt to offer the feedback in the calm manner rather than an emotional, perhaps erratic or angry manner. So when you experience something and it has an emotional impact on you, and attempts to compose yourself before collect your thoughts. Take a deep breath and you have about 24 hours. That is the most effective periods during which to offer feedback because then the memory was still refresh of the situation. And then offer the feedback in a calm manner. And of course, if you are in a very positive emotional state and somebody had a phenomenal impact on humans. For instance, to gave a really nice talk that resonated with you that it was very positive. No need to hold back, let convey that emotion and let the other person know how much the, the experience means to you. Also, whenever we are offering feedback, we should always do it with positive intent for the other person rather than an ordered to make ourselves feel better. We don't need to give feedback to make ourselves feel better, right? Getting something off our chests and we can do it in front of the mirror if the sole purpose is to get it all for our chest. Feedback should come from a place of positive intent that helps the other person grow. And that can either be of a growth kind or of an improvement and growth and improvement kind, excuse me, or of an acknowledging or achieve appreciative kind. So we're helping the other person grow. So with those few words and what good feedback looks like. I would like to introduce you to the first model. It is an entry-level model, if you will. So if you've never worked with feedback before, that might be a good starting point. And some of you might even recognize this. It is called a star and the wish. So again, as I said, we're making an offer and we're starting with heme or offer US some feedback, please. And the other person needs to respond. Yeah, sure, yes. So something acknowledging our positive of that kind, if they say no, then perhaps the time isn't right, and we can try another time or a different context or environment. Then we said What I really liked or enjoyed or appreciated about that. Whatever the other person does that in books, that appreciation. We acknowledge that and let them know about it. And I said What I'd like to see more off would be the dot. So for example, I used the example of a talk again. You observe the torque you went to a talk of somebody and home, you know, ideally for this particular one, because otherwise it might seem a little bit out of the blue. But not necessarily the case, right? So it could be as simple as email through some feedback, please. And the speaker says, Yeah, sure, I really appreciated what you said about Topic X, Y, and Z. If it gets to see you talk again, I would love to hear more about done, right? So that would be already a way of practicing the star and the wish. And that's perfectly great feedback for a speaker because they're always looking for ways to improve their talks or new ideas for talks. Okay, so let's look at something in the keen for instance, say the 18 member, just solve a problem for the team. They weren't overly inclusive though, and didn't collaborate a lot. You could approach the person. And if you're more comfortable with it doing and serve in private right in front of the rest of the team. And you could say, hey, MY office and feedback please, that a person would say yes. And you say, I really appreciated you solve that problem. It would be really nice if perhaps involve other people of the team in the future so they get to learn from you. And that would be, that's okay. So just a couple of examples outside of your team, but also for inside of your team, as you can see, it. Pretty easy model. So a good entry point if you will. Okay? So those are some words about what good feedback looks like with a little bit of an increase level model or method for offering feedback. And I'll share a another structure, another method in the next couple of sections of this modeling. So thank you much for now and see you in the next video. Bye-bye. 4. How to Formulate Appreciative Feedback: Hi and welcome back as the next feedback model I'd like to introduce you to these Situation Behavior Impact Feedback Model. So that is a little bit more advanced than the star and the wish that we covered in the last video, in the last section. And it draws a little bit more on reference points. And that can be quite helpful to help people understand a bit better where the feedback is coming from. So firstly, there are two kinds of feedback, as I mentioned, and the Situation Behavior Impact. Flipping model doesn't very well differentiate between those. But here, firstly, let's look at the appreciative feedback. So how can we acknowledge something for great work that they did in a really meaningful manner? Further to simply saying, hey, well down or a good job, right? And so that's, that's a good start. But we can actually evoke more resonance. We can really convey more meaning if you're formulating that as part of appreciative feedback. So how do we do that? Well, the appreciative feedback in the Situation Behavior Impact Forum encapsulates the reference to the situation where you have observed a certain behavior and then share what impact that had on you, ideally from an emotional point to really convey the meaning of that. So, for example, we would always start with me, offer you some feedback, please. You might say yes. And then I would say, well, when you actually took the time to review the notes from the last meeting and you came prepared to the next meeting. That was really good for me. It's helped me feel appreciated. It helped me feel that you are respecting my time. So thank you very much for being so well-prepared. All right. So that could be a way for you to practice the appreciative feedback using Situation Behavior Impact. So I mentioned a, the situation, the meeting. I mentioned that behavior, that preparedness, and I mentioned the emotional impact on me. I felt value that felt respected. So thank you very much for that. Okay. If you'd like to read up a bit more about Situation Behavior, Impact based feedback. You can find more information on the mindtools website, and search for Situation Behavior Impact Feedback on their right. So now it's time for an exercise. I would like for you. Take five minutes or so, grab some paper and a pen, think through recent events with a team and identify at least two things protein member that you could offer appreciative feedback on. Alright, so I'm pretty sure in your team that well there are some great things happening. So for each team member, think of at least two things that were, that were well done where they did nice things for each other, nice things for somebody else, nice things for you, things that it did well and that really impressed you, are just well, delicate job on okay. Think through at least two of those and spent five minutes and have this ready. We're gonna refer back to it a little bit later. Okay, so before you go into the next section, before you start in the next lesson video, do this exercise now and the five-minutes and note it all down. And when you've completed this exercise, then move onto the next one. Okay, so I'll see you in the next video. Thank you. Bye-bye. 5. How to Formulate Growth Feedback: Hi and welcome back to the next section in the feedback module. In this section we're looking at growth feedback or improvement feedback. And again, we're going to use the Situation Behavior and impact module that we've already explored with the appreciative feedback. So the base model is the same. The addition to it is a suggestion that we're offering to the other person. So again, we're starting with me Orpheus, some feedback, please. And if the other person says yes, you can then describe the situation and refer to it to help put it into context. And describe the behavior that you observed and then the emotional impact that had on you. Followed up by a suggestion, could have suggests that next time or could you please consider next time to do this? Right? So you can play with the wording here. Does basic syntax is laid out like this, but do play with avoiding, make it fit for your cultural environment, your preferences and so on and so forth. So for example, I could speak with a team member and say he may offer you some Berkeley's that team member would say. Yeah, sure. And I'll say, you know, when we had that stakeholder presentation earlier this morning, I think I observed that you weren't really fully engaged and played around on your phone? The emotional impact that it had on me is I was a bit concerns that are stakeholders might not feel as valued if we're not really there as a team, fully engage with them. And I'm not sure what was going on there for you. Perhaps you had to check something there. It might be something going on at sada side of work. But if at all possible, I'd really prefer it if we could all be engaged as a team at the stake holder presentation to make them feel valued and making them feel respected. What are your thoughts? Okay, so that might be how could, could go. And the way that you bring this to work is exactly with the other type of feedback. So you always seeking permission in the beginning. And usually people are quite happy to receive feedback. Sometimes the timing isn't quite phi tilde. I need to go to the next meeting or go somewhere else and it doesn't work. But usually people are quite happy to receive some people because generally people want to help, people wanted to do the things people want to improve, Okay, so, and have a little exercise as well here, 40 improvement feed pagoda growth feedback. So again, take about five minutes and think through significant aspects of team member that if Improved, would really benefit the entire team. All right, so we're looking for quality opportunities for team improvement where we could practice offering growth feedback for. And once again, note those down. No more than one per team member, right? So I don't have to come up with something for every team member. Maybe you are in a fortunate position where you can think of anything. But if there's lots coming up, just one per team member, okay? And with that, we're going to close this particular section. And there will be one more method or model for feedback that I'd like to introduce to you. And it's not very well known, so it's a bit of a secret tip for you, okay? And see you in the next one. Do the exercise now five-minutes improvement, feedback opportunities, no more than one per team member, not necessarily one for all team members. Alright, thank you, and see you in the next video. Bye bye. 6. Turning Feedback on its head with Feedforward: Hi and welcome back to the next section in the feedback module. In this section we are looking at feed-forward, which is the new feedback. So this is a technique that I learned from my professional coach education when I went onto a program under the Marshall Goldsmith brand. Unfortunately, that gets to learn directly from him. If you're unfamiliar with Marshall Goldsmith, he's a top executive coach. He has worked with well over a 120 CEOs of the world's biggest organizations, very experienced, very effective, very good. Behind it heap. I wrote the book on behavioral change and has put out a lot of great work that I really respect. One of the techniques that he has come up with is called feeds forward. It is quite different in the sense that it is solicited by the person seeking the feedback. It is very forward looking rather than looking back on something that has already happened. And the trick here is that, of course we cannot change the past. Now, we can only seek to improve the futures rather than giving feedback on something that has already happened, that we cannot change anymore, even if we offer a suggestion and some people will still feel, um, sub-optimal yeah, about that. So instead of that, it only looks at the future and it gives options for the futures, ideas for the future that people can try out. And this is something that I would like for you to try with your team as homework. And I'll lay out the exercise again when we go into the summary homework section. But I want you to see a little bit of a sneak peek here so you get a better idea of what it will look like. So you can already prepares health and it has a bit more meaning. So usually this is, can be done with groups of at least two people. I'm up to. There is no limits that's suitable for you and somebody else and is also suitable for use an activity as a team. And the way that it would work is that you grab a partner and you think of a behavior of yours that you'd like to improve upon, alright? And then you share that with your partner and ask for ideas that you could consider trying in the future. Okay? Then you just listen attentively for understanding if you're truly unclear what the other person means, feel free to ask for clarification, but that should be the only interruption. There is no need for any commentary, our any assessment of the ideas and or I need judgment of the ideas. I like that one, I don't like that one, and so on and so forth. You simply respond with thank you. And then usually the other person says, You're welcome. Reason why you ensure the only respond with thank you is that if you judge the or give feedback on the particular ideas, then that reduces the likelihood of the personal agreeing to participate in that activity in the future. So it is much better for you for the richness of ideas and options that you can collect. If you simply respond with thank you because then next time you go to the personnels, hey, remember that little activity we did? Well, you shared some ideas of yours that helped me improve this behavior I'm trying to work on. And and so yeah. And so do you have any more ideas for me? Said yeah, sure. Okay. So you want to leave the door open, if you will, in order to ensure that it can come back to those people in the future. And then to feel good about the fact that they've been offering something to you. And it's still up to you to decide which of these ideas you then wants to try. Ok, so it's completely, completely solicited. It's always started by the person who actually wants to improve something. You always pick the behavior that you want to improve and you then shared with the other person and ask for ideas. And when the other person is finished sharing that is you simply say thank you that a person says, You're welcome and then you swap around. Yeah, so it's a great activity to do in a team and it introduces them to a very safe way of improving the way that to work. And you can frame it. And you can say, hey, I've come across this technique that can help us improve the way that we work together as a team. And this is how it's gonna work. So let's put it into the context of our team collaboration and think of something, some behaviors of yours or some skill of yours, where you'd like to continue to improve. And as we all do, right, life is a continuous opportunity for improvement. So set the context like, like that and then have an activity with the team about that. Okay, so a sneak peek of the exercise I'm gonna through, go through it again because it is not very well known. It's not the most complicated exercise of course, but I'm going to go through it one more time when I summarized the homework at work for you in the last section of the module. So with that, I would like to thank you, and I'll see you in the next video. Thank you. Bye bye.