This is how we work with feedback
Understand and analyze
Before handpicking the educational elements to be part of a particular customer’s course, we make an effort to understand their foundation for working with a healthy feedback culture. This analysis quickly enables us to spot the relevant challenges and potentials. We often see that this small investment of our time pays off immensely. The analysis can consist of one or more of the following elements:
Survey-based analysis using Gap-tool
This analysis is particularly useful in bigger groups split up into various departments and teams. The analysis consists of every employee being asked a number of questions related to our five pillars of healthy feedback cultures. Another advantage of this analysis is that it enables us to follow the development of the culture by repeating the survey over time.
Individual or focus group interviews
One of the benefits of using interviews is that we can gather more qualitative information about how employees view and experience feedback in their work. Interviews are particularly useful in smaller groups where we can relatively quickly get an insight into how the team works and what the employees want from their feedback culture.
This type of analysis is often used in more complex situations, for example in an organization where the communicative infrastructure is difficult to figure out or where the management team wants an outsider perspective to add to their strategic considerations. One of the benefits of this type of analysis is that it gives us insight into the subconscious behaviors within the organization.
Different companies in different industries with different goals have different needs for different courses. The results of our analysis and a draft for the course plan is presented to the decision makers and is then adjusted to fit particular needs. The courses are often comprised of the following elements:
These are used to spark awareness about feedback as an area of focus. Here, we lay the foundation for the creation of a common perspective and vocabulary for feedback. This is used particularly for bigger groups.
We believe that practice makes perfect, which is why our workshops consisting of many practical elements are a common part of our courses. These often have 20-50 participants working with feedback models, mindsets, clarification of preferences and the identification of barriers and possibilities in their everyday work life. These workshops are often spread over a few months in order for the participants to practice their new skills in between sessions.
Between each workshop we recommend implementation conversations with individual “key employees”. This creates an opportunity for reflection and dialogue in relation to individual perspectives. These often happen as a video meeting to ensure flexibility. Key employees are often formal leaders, culture carriers and informal leaders.
Build a solution
Intervene and implement
When the intervention plan has been approved, we begin the execution. Our programs come with a few principles that are the foundation in what we like to call sustainable education.
The training principle
We believe that actual skills are developed through hands-on experiences, lots of practice and lots of repetition. That is why our workshops always include practical elements where the participants are asked to try out new methods, mindsets and tools when giving and receiving feedback.
The process principle
In order to maximize learning, we try to “stretch out” our programs over longer periods of time. This means that we would rather do four workshops over the course of four months instead of banging them all out in one week. This increases opportunities for reflection in between sessions and means that our sessions can co-exist with the daily work of the organization.
The implementation principle
We are of the opinion that feedback has to be part of your everyday work and not just confined to our program and the workshops. That is why we focus on your daily work right from the beginning. With your help, we look for the synergies between feedback and your daily work. Where does feedback fit in naturally? Which processes should contain feedback? What are the current barriers between you and the feedback culture of your dreams?
Did we reach the goal and where do we go next? These are the questions to be answered in the evaluation phase. If this was a pilot project, we need to decide whether to distribute these courses to the rest of the organization. Have the employees reached a satisfactory level and have they succeeded in continuing to work independently with the development of your feedback culture, then our work here is done for now, or maybe we can discuss how to maintain this good effort. We often use the same tools in our evaluation as we did in our initial analysis.
Typical conclusions might be
- Continued and more in-depth work with your healthy feedback culture
- Additional initiatives for the departments or teams that did not quite reach their goals
- Implementation of a feedback-course on the internal leadership pipeline program
- Continued implementation conversations as individual coaching for key employees
- The goal has been reached, our job here is done for now
Does our process sound interesting to you or do you have further questions?
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