There’s only one good reason to give employees feedback at all: to empower your team to do its best possible work. But too often our intentions in giving and receiving feedback become skewed, and a learning opportunity turns into a contest of wills. There has to be a better way. In this masterclass, Sheila Heen, a partner at Triad Consulting Group and the co-author of Thanks for the Feedback: The Science and Art of Receiving Feedback Well, offers a wealth of practical strategies for giving and receiving feedback skillfully.
You Will Learn
How to have more productive and happier relationships
How to avoid undesirable results in presentation
How to learn from negative feedback
How to give feedback that motivates others
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1. Don't Switchtrack
Sheila Heen and Douglas Stone coined the phrase “The Challenge of We” to describe the relationship systems that impact the way we give and receive feedback. Heen and Stone are co-authors of the book Thanks for the Feedback: The Science and Art of Receiving Feedback Well. In this lesson, Heen offers a simple correction that you can make during difficult conversations to refocus yourself and the people who tend to trigger your emotions.
2. Understanding the Three Reaction Triggers
“Hell is other people.” Have you had moments when you agreed with Jean-Paul Sartre’s famous quote? Do you find those moments happening more often than you care to admit? The truth, says Sheila Heen, co-author of Thanks for the Feedback: The Science and Art of Receiving Feedback Well, is that every relationship takes two people. If you want to learn how to have more productive and happier relationships with others you need to begin by looking at the person in the mirror. In this lesson, Heen t...
3. Seeing Your Blind Spots
We all have blind spots. In the case of receiving feedback, consider the fact that you’re the only person in the room who can’t see your own reactions. In this lesson, Sheila Heen, co-author of Thanks for the Feedback: The Science and Art of Receiving Feedback Well, walks you through the ways in which others see and hear you differently than the way you see and hear yourself – and why you need to be aware of how your facial expressions, body language and tone may be provoking undesirable reac...
4. The Three Types of Feedback
As a leader or manager of others, you should constantly be giving feedback to your direct reports. In this lesson with Sheila Heen, co-author of Thanks for the Feedback: The Science and Art of Receiving Feedback Well, you’ll learn three types of feedback that you can use to motivate others and improve performance.
5. Interpreting Feedback
It can be difficult to hear about the areas where we need to improve. Even if someone is skilled at giving feedback, listening to what we could be doing better can sting, even if following the advice would be good for us. We tend to ignore feedback that’s upsetting, and then we lose an opportunity to grow.In this lesson, Sheila Heen, a Partner at Triad Consulting Group and the co-author of Thanks for the Feedback: The Science and Art of Receiving Feedback Well, explains the mistakes people oft...
6. Take Three Steps Back
Regardless of what you do for a living, your number one job is dealing with people. This can range from pleasing clients to managing team members who hate each other. Understanding the ways in which we are different and not allowing our differences to cause problems in our relationships is essential for leading teams.In this lesson, Sheila Heen, a founder of Triad Consulting and the co-author of Thanks for the Feedback: The Science and Art of Receiving Feedback Well, dissects a real life case s...
It’s time for your performance review. Your boss opens with the compliments, preparing you for what’s coming next: the feedback you need in order to learn how to improve, and therefore grow in the organization, not to mention develop your career. It’s information you need to take in. But how do you process it, especially if some of the feedback may be difficult to accept?Sheila Heen, a Lecturer on Law at Harvard Law School and a founder of Triad Consulting, has written the book, with co-autho...