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Sinopsis

Muchos de nosotros tememos la "temporada de retroalimentación". Mientras que algunos salen de sus revisiones felices y aún más cerca de sus gerentes o mentores, otros no siempre son tan afortunados y salen deprimidos y derrotados. Independientemente de la retroalimentación que recibas, sin embargo, hay pasos respaldados por la investigación que puedes tomar para salir adelante, hacer la conversación productiva y positiva, y recuperarte de cualquier retroalimentación negativa.

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Questions and answers
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If you receive feedback that you are 'meeting expectations' but you feel you've worked exceptionally hard, it's important to communicate this to your manager.

Start by thanking them for their feedback. Then, express your feelings in a professional manner. You might say something like, 'I appreciate your feedback. I've been putting in a lot of effort and was hoping it would be recognized as exceeding expectations. Could we discuss this further?'

Ask for specific examples of where you met expectations and where you could improve. This will help you understand their perspective and identify areas for growth.

Remember, feedback is a tool for improvement, not a personal critique. Use it to guide your future efforts and continue striving for excellence.

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Por otro lado, aquellos que realizan las revisiones también aprenden cómo hacer que la entrega de retroalimentación sea fructífera y mutuamente beneficiosa. Utiliza los consejos de Gracias por los comentarios: La ciencia y el arte de recibir bien los comentarios para catalizar los tipos de cambios a buscar en los empleados este año con conceptos como los disparadores de retroalimentación y cómo evitarlos, por qué mirar más allá de las etiquetas de retroalimentación, y cómo el lenguaje corporal y las expresiones faciales pueden delatar a las personas.

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The resource "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" has significantly influenced corporate strategies and business models by emphasizing the importance of effective feedback mechanisms. It has led to the realization that feedback, when delivered and received well, can catalyze change and improve performance in the workplace. This has prompted many organizations to reevaluate their feedback systems and invest in training their employees on how to give and receive feedback effectively. The concepts such as feedback triggers and the importance of non-verbal cues in feedback delivery have also been incorporated into many corporate strategies for performance management.

The theories presented in "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" challenge existing paradigms in the field of employee reviews by shifting the focus from the giver of the feedback to the receiver. Traditional practices often emphasize the role of the reviewer in delivering effective feedback. However, this book suggests that the key to effective feedback lies in how it is received and processed by the employee. It introduces concepts such as feedback triggers and the importance of non-verbal cues, providing a fresh perspective on how to make feedback sessions more productive and beneficial for both parties.

The book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" does not provide specific case studies or examples in the provided content. However, it discusses concepts such as feedback triggers and how to avoid them, the importance of looking beyond feedback labels, and how body language and facial expressions can reveal a person's true feelings. These concepts have broader implications in improving communication and understanding in both personal and professional relationships.

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Las 20 mejores ideas

  1. Hay tres tipos principales de retroalimentación: 1) agradecimiento (es decir, "gracias"), 2) coaching (es decir, "esta es una mejor manera"), y 3) evaluación (es decir, "obtuviste una puntuación baja"). Los empleados y la cultura de la empresa prosperan más cuando los gerentes son capaces de dar retroalimentación en estas tres áreas.
  2. Durante la entrega de retroalimentación, la retroalimentación de tipo evaluación debe venir primero. La retroalimentación de tipo coaching debería esperar al menos unos días. Las evaluaciones son tan psicológicamente impactantes que cualquier coaching entregado inmediatamente después se perderá.
  3. Para que la retroalimentación de tipo agradecimiento resuene, deben estar presentes tres requisitos previos. La retroalimentación debe ser 1) específica, 2) auténtica, y 3) en una forma valorada por el destinatario. Las posibles formas incluyen gestos como reconocimiento público, compensación monetaria, conversaciones privadas sinceras, o promociones y títulos.
  4. La retroalimentación a menudo viene a través de etiquetas genéricas, como "ser más asertivo" o "ser más proactivo". Corta la vaguedad y busca especificidad en dos áreas: 1) ¿Cuál fue la observación real de tu comportamiento y la interpretación de este, y 2) ¿Qué consejo tienen como resultado?
  5. Para recibir mejor la retroalimentación con la que no estás de acuerdo de plano, trata de entender qué es lo correcto desde el punto de vista del revisor o su enfoque. Puedes salvar la relación y obtener algo bueno de la retroalimentación si reconoces los detalles con los que sí estás de acuerdo.
  6. Un punto ciego importante tanto para el que entrega la retroalimentación como para el que la recibe es la expresión facial y el tono. Los demás pueden ver cómo te sientes realmente con más precisión de lo que piensas debido a las habilidades evolutivas que promovieron la cooperación y la competencia humana. La investigación también ha demostrado que no podemos juzgar con precisión el tono de nuestra propia voz mientras estamos hablando.
  7. Para identificar tus puntos ciegos, simplemente monitorea tus reacciones exageradas a la retroalimentación que recibes. Cuando dices, "¿Qué podrían estar pensando" o "¿Cuál es su problema", tu bandera roja de punto ciego también debería estar ondeando.
  8. Ve a tu crítico más duro para maximizar tu potencial de crecimiento a través de la retroalimentación. Aquellos con los que siempre pareces tener tensión podrán llegar a los puntos donde necesitas trabajar. Aunque es un desafío, esta práctica puede ser la más gratificante.
  9. Tu reacción a la retroalimentación es una combinación de tres variables únicas para cada individuo: 1) Tu nivel de felicidad base, 2) La profundidad del cambio de humor que tomas con la recepción de la retroalimentación, y 3) Sostenimiento y recuperación, o cuánto tiempo te lleva volver a la normalidad.
  10. Ten en cuenta cómo estas tres variables de retroalimentación están en juego en tus propias experiencias de retroalimentación. Por ejemplo, aquellos que se recuperan más rápidamente de la retroalimentación negativa pueden recuperarse con más confianza. Sin embargo, es posible que no tomen la retroalimentación valiosa tan en serio e ignoren las oportunidades para corregir problemas significativos.
  11. Cuando entregas retroalimentación, sé sensible al destinatario y entiende que la "felicidad base", el "cambio" y el "sostenimiento y recuperación" pueden variar hasta un 3,000% de una persona a otra. Tu reacción a una retroalimentación menor percibida no será cómo otra persona procesaría emocionalmente la misma información.
  12. La investigación indica que la felicidad base tiene una división de 50-40-10. El 50% parece estar cableado, el 40% es cómo interpretamos y respondemos a lo que nos sucede, y sólo el 10% se basa en las circunstancias. Este desglose permite un margen significativo donde las interpretaciones positivas intencionales pueden marcar la diferencia.
  13. No intentes esconder una pieza de retroalimentación negativa en una montaña de comentarios positivos, no tendrás éxito. Los psicólogos explican cómo los humanos desarrollaron respuestas emocionales y físicas más fuertes a las amenazas y peligros en comparación con las experiencias positivas como medio de supervivencia y por lo tanto siempre notarán lo negativo.
  14. Prepárate para recibir retroalimentación potencialmente desafiante con una negativa a aceptar etiquetas de identidad simples. Dado que la retroalimentación a menudo amenaza nuestro sentido de identidad, esta mentalidad te pondrá en terreno sólido.
  15. Otro cambio de mentalidad a adoptar es una mentalidad de crecimiento en lugar de una mentalidad fija. Esto te permite ver nuevas posibilidades junto con la retroalimentación negativa en lugar de una mala imagen de tus habilidades o cualidades.
  16. Para motivar a los empleados y fomentar la toma de riesgos saludable, elogia el esfuerzo en lugar del talento. Di, "Aprecio tu dedicación" en lugar de "Eres realmente inteligente". Los estudios demuestran que este enfoque motiva a las personas para nuevos desafíos.
  17. Si tu gerente te señala una mejor manera, no asumas que él o ella piensa mal de ti. Ten en cuenta que la retroalimentación de tipo coaching y de tipo evaluación no son lo mismo.
  18. La investigación muestra que los humanos están cableados para la empatía sólo si consideramos que la otra persona es buena o justa. Esto significa que para internalizar lo que la otra persona está diciendo, debe haber respeto mutuo. Al menos, limita cualquier ofensa en el momento de la retroalimentación.
  19. ¿No soportas a la persona que va a darte una retroalimentación con la que estás seguro de que no estarás de acuerdo? Si esto es inevitable y esperas que ocurra un conflicto, haz saber que tu objetivo principal es "entender". Recuérdate a ti mismo que no tienes la obligación de estar de acuerdo o de cambiar como resultado de sus afirmaciones.
  20. Una táctica poderosa para cuando no estás de acuerdo con una pieza de retroalimentación y quieres afirmar tu punto de vista no es demostrar que la otra persona está equivocada. En su lugar, expresa lo que se ha dejado fuera. Cuando expresas que es posible que no tengan toda la información para una retroalimentación justamente construida.
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Questions and answers
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While the book does not provide specific examples of companies, many successful organizations implement the feedback strategies discussed. For instance, Google is known for its robust feedback culture, including peer reviews and regular employee surveys. Microsoft also shifted from a ranking system to a more feedback-oriented approach, focusing on growth and development. These companies exemplify the use of appreciation, coaching, and evaluation feedback types.

The feedback strategies from the book can be applied in a startup environment in several ways. Firstly, managers can use the three types of feedback: appreciation, coaching, and evaluation. Appreciation can be used to motivate employees, coaching can be used to guide them towards better performance, and evaluation can be used to assess their performance. Secondly, the timing of feedback is crucial. Evaluation feedback should be given first, followed by coaching feedback after a few days. This is because evaluations can be psychologically striking, and any coaching given immediately after may not be effective. Lastly, feedback should be specific, authentic, and in a form valued by the recipient. This could be through public recognition, monetary compensation, private conversations, or promotions and titles.

Some potential challenges in implementing the feedback strategies outlined in the book could include:

1. Difficulty in distinguishing between the three types of feedback (appreciation, coaching, and evaluation) and knowing when to use each one.

2. The psychological impact of evaluation-type feedback could overshadow any coaching-type feedback given immediately after, making it less effective.

3. Ensuring that appreciation-type feedback is specific, authentic, and in a form valued by the recipient can be challenging, as it requires a deep understanding of the individual's preferences and values.

4. Feedback often comes via generic labels, which can be vague and unhelpful. Cutting through this vagueness to provide specific and actionable feedback can be difficult.

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Resumen

Antes de comenzar el próximo ciclo de revisión, comprende la última investigación sobre la entrega y recepción de retroalimentación. A partir de este resumen de libro, aprende sobre los tres contextos que bloquean la retroalimentación y los tres tipos diferentes de retroalimentación: agradecimiento, coaching y evaluación. Descubre cómo superar tus puntos ciegos y realmente ver lo que la gente ha estado tratando de decirte durante años. Descubre formas de aumentar la resiliencia y la positividad al recibir retroalimentación. Finalmente, aprende cómo defenderte a lo largo de este proceso de retroalimentación sin ser defensivo o amenazante.

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Questions and answers
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The feedback theory presented in this book challenges existing paradigms or practices in the field of business communication by introducing a new approach to giving and receiving feedback. Traditional feedback models often focus on the giver, but this book emphasizes the importance of the receiver's perspective. It presents three different kinds of feedback: appreciation, coaching, and evaluation, and discusses the barriers that can block feedback. It also provides strategies for overcoming personal blind spots and increasing resilience when receiving feedback. This shifts the focus from simply delivering feedback to ensuring it is received and acted upon effectively, which can lead to more productive communication in a business setting.

A traditional sector company can apply the feedback approaches discussed in this book by first understanding the three types of feedback: appreciation, coaching, and evaluation. They can then implement a system where these types of feedback are given regularly and appropriately. For example, appreciation can be shown when an employee does something well, coaching can be used to guide employees towards better performance, and evaluation can be used to assess an employee's overall performance. The company can also work on increasing resiliency and positivity in their employees when receiving feedback, and encourage them to be open and non-defensive. This can be achieved through workshops or training sessions. Finally, the company can ensure that feedback is delivered in a way that is constructive and helpful, rather than threatening or demoralizing.

While the book does not specifically mention companies that have implemented these feedback practices, many successful organizations do emphasize on feedback culture. For instance, Google is known for its robust feedback system where employees regularly receive appreciation, coaching, and evaluation. Similarly, Microsoft has a culture of continuous feedback and has even replaced its traditional performance reviews with a more dynamic feedback system. Please note that these examples are not directly taken from the book but are based on widely known information about these companies' feedback culture.

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Tres "disparadores" de retroalimentación

Todos conocemos los sentimientos de palpitaciones del corazón, ansiedad e visión de túnel que acompañan a la retroalimentación negativa. Tales reacciones a menudo significan que hemos sido disparados, en otras palabras, nos sentimos amenazados por la retroalimentación. Hay tres tipos principales de disparadores que pueden llevar a alguien a reaccionar de esta manera. Si disparas a alguien mientras compartes retroalimentación, es probable que rechacen tu retroalimentación y la bloqueen. Entender estos disparadores puede ayudarte a evitar molestar a otros al dar retroalimentación y a ser más consciente de tus reacciones al recibir retroalimentación. Los tres disparadores son:

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1. Understand the triggers: The book identifies three main types of triggers that can lead to negative reactions to feedback. Understanding these triggers can help managers avoid upsetting others when giving feedback and be more aware of their reactions when receiving feedback.

2. Create a safe environment: Managers should strive to create an environment where feedback is welcomed and not feared. This can be achieved by fostering a culture of open communication and mutual respect.

3. Be clear and specific: When giving feedback, managers should be clear and specific. Vague feedback can lead to confusion and misunderstanding.

4. Be receptive to feedback: Managers should also be open to receiving feedback from their team. This can help them improve their management style and build stronger relationships with their team.

The themes of 'Thanks for the Feedback: The Science and Art of Receiving Feedback Well' are highly relevant to contemporary issues in corporate communication and feedback. In today's corporate world, feedback is a crucial tool for personal and professional growth. However, giving and receiving feedback can often be challenging due to various triggers and emotional responses. The book provides insights into understanding these triggers and managing reactions, which is essential in the modern corporate environment where effective communication and feedback are key to success.

Companies might face several obstacles when applying the feedback concepts from this book. One potential obstacle could be the natural human resistance to negative feedback. People often feel threatened by negative feedback, leading to defensive reactions that can hinder the effectiveness of the feedback process. To overcome this, companies can focus on creating a culture of open communication and trust, where feedback is seen as a tool for growth and improvement rather than a personal attack. Another obstacle could be the lack of understanding of the different types of triggers that can lead to negative reactions to feedback. Companies can overcome this by providing training and education on these triggers, helping employees to understand and manage their reactions to feedback. Finally, companies might struggle with implementing the feedback concepts in a consistent and systematic way. To overcome this, they can establish clear processes and guidelines for giving and receiving feedback, and ensure these are followed throughout the organization.

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  1. Disparadores de Verdad – Retroalimentación que crees que es falsa
  2. Disparadores de Relación – Retroalimentación que proviene de alguien con quien tienes una relación compleja
  3. Disparadores de Identidad – Retroalimentación que amenaza tu identidad central

Disparadores de Verdad

"Manejar los disparadores de verdad es... reconocer que siempre es más complicado de lo que parece y trabajar duro para entender primero."

La retroalimentación sin duda ha golpeado un "disparador de verdad" cuando la respuesta es una negación y ofensa rotundas. Pero hay una gran posibilidad de que el destinatario simplemente no haya entendido realmente lo que el emisor está tratando de decir. Esté alerta a los sentimientos de negación y tenga en cuenta que significa que necesita hacer preguntas de nivel más profundo para asegurarse de que está llegando al fondo de la retroalimentación. No puedes decir que está mal a menos que entiendas lo que se está diciendo.

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Questions and answers
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The book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" has significantly influenced corporate strategies for delivering and receiving feedback. It has emphasized the importance of understanding the feedback given, rather than outright denial or offense. This has led to a shift in corporate strategies where feedback is seen as a tool for growth and improvement rather than a form of criticism. Companies are now investing in training their employees to give and receive feedback effectively, focusing on clarity, understanding, and empathy. The book has also highlighted the need for deeper-level questions to ensure the feedback is understood correctly, which is now a common practice in many corporate feedback strategies.

To ask deeper-level questions and truly understand the feedback being given, you can start by asking for specific examples to illustrate the points being made. This can help clarify any vague or general statements. You can also ask for suggestions on how to improve or rectify the issues raised in the feedback. Additionally, you can ask how the issue impacts the person giving the feedback or the team as a whole. Lastly, you can ask what success would look like in their eyes, giving you a clear goal to aim for.

A "truth trigger" in feedback is a response that triggers denial or offense, indicating that the recipient may not have fully understood the feedback. To better understand and manage this, it's important to be aware of these feelings of denial. This awareness signals the need to ask deeper-level questions to ensure you're fully understanding the feedback. It's crucial not to dismiss the feedback as wrong until you've fully grasped what's being said.

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Disparadores de Relación

"La retroalimentación en las relaciones rara vez es la historia de ti o yo. Es más a menudo la historia de ti y yo."

La retroalimentación es bloqueada por un disparador de relación cuando rechazamos la información debido al emisor. Es posible que hayas sido receptivo a la retroalimentación de otra persona, pero es un no iniciador viniendo de esta persona. Tal vez no pienses muy bien de ellos, es probable que tengan motivos ocultos, o simplemente tus personalidades no encajan. Sea cual sea la razón, asegúrate de no dejar que tu relación con ellos se interponga en el camino para beneficiarte del núcleo de la retroalimentación que están compartiendo. Desviarse a los problemas en tu relación puede ser una gran distracción de las ideas que tienen sobre tu rendimiento, por mucho que te cueste admitirlo.

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Relationship triggers" refer to situations where feedback is rejected due to the relationship with the person delivering it. This could be because of a low opinion of the person, suspicion of their motives, or a clash of personalities. Regardless of the reason, it's important not to let the relationship interfere with the value of the feedback. Even if there are issues in the relationship, the feedback could still provide valuable insights into your performance.

The ideas from the book 'Thanks for the Feedback' can be implemented in real-world scenarios in several ways. Firstly, it's important to understand that feedback is not just about the information given, but also about the relationship between the giver and receiver. If you find yourself rejecting feedback due to the person delivering it, try to separate the message from the messenger and focus on the core of the feedback. Secondly, don't let personal issues distract you from the insights that can be gained from feedback. Even if you don't like the person giving the feedback, they may still have valuable insights about your performance. Lastly, approach feedback with an open mind and a willingness to learn and improve.

Potential obstacles companies might face when applying the feedback strategies from this book could include resistance from employees who are not comfortable with feedback, lack of understanding on how to give or receive feedback effectively, and potential conflicts arising from feedback sessions. To overcome these, companies could provide training on how to give and receive feedback effectively, create a safe and supportive environment for feedback, and have a clear process in place for resolving any conflicts that arise from feedback sessions.

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Disparadores de Identidad

Cuando la retroalimentación golpea el núcleo de cómo nos vemos a nosotros mismos, instintivamente la bloqueamos para evitar la amenaza. La retroalimentación ha golpeado demasiado cerca de casa, y nuestras defensas se levantan.Estar abierto a este tipo de retroalimentación implica cierta vulnerabilidad, pero las oportunidades de crecimiento son abundantes si estás dispuesto a ir allí. Prepárate para este tipo de retroalimentación tomando la iniciativa de reflexionar sobre tu propio "cableado" personal y nivel de resiliencia. Pon la retroalimentación en su lugar como eso, retroalimentación, no un juicio sobre tu persona completa. Adopta una mentalidad de crecimiento y mantente abierto a cambiar tu punto de vista sobre lo que podrías ser capaz de hacer.

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The book 'Thanks for the Feedback: The Science and Art of Receiving Feedback Well' emphasizes the importance of adopting a growth mentality when receiving feedback. It suggests that feedback can often strike at the core of our self-perception, causing us to instinctively block it out. However, being open to such feedback, despite the vulnerability it invites, can lead to significant growth opportunities. The book encourages readers to prepare for this kind of feedback by reflecting on their personal resilience and understanding that feedback is not a judgment on their entire person. By adopting a growth mentality, individuals can shift their viewpoint on what they could be capable of.

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Tres tipos de retroalimentación

Retroalimentación apreciativa

Las mayores percepciones sobre el rendimiento y las habilidades en el trabajo caerán en oídos sordos si no existe una base de relación entre las dos personas. Pero puedes crear una utilizando retroalimentación apreciativa. Los otros dos tipos de retroalimentación, coaching y evaluación, son donde ocurre la verdadera "sustancia" de la mejora del rendimiento, pero los tres tipos son esenciales. Puedes pensar que estás haciendo un buen trabajo al mostrar agradecimiento a los empleados, pero considera hacerte algunas preguntas para asegurarte de que la retroalimentación apreciativa está resonando.

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Primero, asegúrate de que sea auténtica. Decir "¡gracias a todos!" antes de irte a casa temprano no es probable que tenga un efecto positivo, especialmente si todos lo escuchan al mismo tiempo. Tómate el tiempo para pensar en una tarea específica que alguien hizo que te quitó algo de tu plato o fue proactiva y útil. Una vez que lo tengas en mente, comunica tu gratitud de una manera que sea más probable que se sientan bien. Por ejemplo, para el escalador de la escalera, menciona su excelente trabajo frente a otro colega senior. Para un miembro del personal introvertido que prefiere las conversaciones uno a uno, pasa por su oficina y comparte tu elogio. Autenticidad, especificidad y formato son clave para aprovechar al máximo las formas en que expresas gratitud.

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The book 'Thanks for the Feedback: The Science and Art of Receiving Feedback Well' provides several key examples on how to effectively give and receive feedback. One of the main examples discussed is the importance of authenticity in feedback. The book suggests that feedback should be specific, genuine, and tailored to the individual. For instance, praising an employee's specific task that was helpful or eased your workload. The broader implication of this example is that authentic and specific feedback can lead to improved performance and job satisfaction. Another example is the consideration of the individual's personality in feedback delivery. The book suggests that feedback should be delivered in a manner that the receiver is comfortable with. This implies that understanding the individual's personality and preferences can lead to more effective communication and better relationships in the workplace.

The lessons from "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" can be applied in today's business environment in several ways. Firstly, it emphasizes the importance of authenticity in feedback. This means that feedback should be genuine and specific to the individual's actions or behavior. Secondly, it highlights the need for considering the recipient's preferences when giving feedback. For instance, some people may prefer public recognition, while others may appreciate a private conversation. Lastly, it suggests that feedback should be constructive and aimed at helping the individual improve. This approach can foster a positive work environment and encourage continuous learning and development.

A small business can utilize the feedback strategies discussed in the book by ensuring that feedback is authentic, specific, and delivered in a format that the recipient is comfortable with. Authenticity is crucial as it shows that the feedback is genuine and not just a routine or obligation. Specificity helps the recipient understand exactly what they did well and what they can improve on. The format of the feedback should be tailored to the recipient's preferences to ensure they are comfortable and open to receiving it. For instance, an introverted staff member might prefer one-on-one conversations, while a more outgoing employee might appreciate public recognition. By implementing these strategies, a small business can foster a culture of continuous improvement and growth.

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Retroalimentación de coaching

El coaching está dirigido a tratar de ayudar a alguien a aprender, crecer o cambiar. El enfoque está en ayudar a la persona a mejorar.

El coaching siempre incluirá algún nivel de evaluación. Después de todo, cuando nos dicen que hagamos las cosas de manera diferente, esa retroalimentación implica que nuestro rendimiento actual es al menos algo inadecuado. Pero si te encuentras recibiendo retroalimentación de coaching, considérate afortunado, porque este es el tipo de entrada que construye la mentoría y te ayuda a mejorar. A menudo, la retroalimentación de coaching viene junto con la asignación de mayor responsabilidad o tareas adicionales. Esto es una señal de que otros confían en ti para asumir más, y su retroalimentación suele ser un intento de buena fe para ayudarte a enfrentar esos desafíos. Como se discutió anteriormente, muchas personas no logran entregar retroalimentación de coaching de manera sensible, y el receptor de la retroalimentación podría bloquearla. Sin embargo, ten en cuenta que la mayoría de las personas están en ello para ayudarte a mejorar para enfrentar las expectativas y demandas de frente.

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Retroalimentación evaluativa

La evaluación te dice dónde te encuentras. Es una evaluación directa, clasificación o calificación.

Muchas personas se resisten a la evaluación por miedo a quedarse cortos, pero todos admiten que es algo en lo que piensan. Por esta razón, la retroalimentación evaluativa debe venir antes que el coaching. Si proporcionas coaching sin evaluación, puedes estar seguro de que el monólogo interno del receptor está llenando los vacíos. Cuando las evaluaciones son sólidas, ayudan a calmar los miedos y aseguran a los empleados que están en buena posición. No caigas en la trampa de compartir coaching y evaluación en la misma respiración, sin embargo. Las reacciones a las evaluaciones son tan poderosas que el receptor se distrae momentáneamente tanto que no puede procesar completamente la retroalimentación de coaching que seguiría.

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Questions and answers
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The book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" challenges existing paradigms or practices in feedback delivery by emphasizing the importance of the receiver's role in the feedback process. Traditionally, the focus has been on how to give feedback effectively. However, this book shifts the focus to the receiver, arguing that the success of feedback largely depends on the receiver's ability to process and apply it. It also suggests that evaluative feedback should come before coaching, which is a departure from common practice. This approach helps to calm fears and assure employees of their standing, enabling them to better process and benefit from subsequent coaching feedback.

1. Separate evaluation from coaching: The book emphasizes the importance of separating evaluation from coaching. Evaluation helps to assure employees of their standing, while coaching is meant for improvement. Mixing the two can lead to confusion and distraction.

2. Address fears: Many employees fear evaluations. Managers should address these fears and assure employees that evaluations are meant to help them understand their standing and not to criticize them.

3. Avoid simultaneous feedback: The book advises against giving coaching and evaluation feedback simultaneously as it can overwhelm the employee and they may not fully process the feedback.

The lessons from "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" can be applied in today's business environment in several ways. Firstly, it emphasizes the importance of separating evaluation from coaching. In a business setting, this means providing clear and solid evaluations to employees before offering coaching or advice. This helps to alleviate fears and assures employees of their standing, enabling them to be more receptive to coaching. Secondly, the book teaches the importance of receiving feedback well. In a business context, this means being open to feedback, understanding it, and using it to improve. This can lead to personal growth, improved performance, and a more positive work environment.

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La mejor práctica es expresar apreciación de manera consistente, proporcionar regularmente evaluaciones para los empleados y luego, después de al menos un día, dar retroalimentación de coaching para áreas a mejorar.

Tácticas para recibir mejor la retroalimentación

Hemos cubierto los conceptos básicos de la retroalimentación. Hay tres tipos de retroalimentación y tres tipos de disparadores que pueden hacer que bloquees lo que de otra manera podría ser información útil. Puedes usar ese conocimiento para ser un mejor entregador de retroalimentación, así como para mejorar tu preparación y conciencia al recibir retroalimentación. Aquí hay algunas tácticas adicionales que puedes emplear para aprovechar esta información durante tu ciclo de revisión.

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The book 'Thanks for the Feedback: The Science and Art of Receiving Feedback Well' challenges existing paradigms in the field of feedback delivery and reception by introducing a new perspective - that of the receiver. Traditionally, the focus has been on how to deliver feedback effectively. However, this book shifts the focus to the receiver and how they can better understand and use the feedback they receive. It introduces the concept of 'triggers' that can block us from receiving feedback effectively and provides strategies to manage these. It also categorizes feedback into three types, each with its own challenges and strategies for effective reception. This shift in focus and the introduction of new concepts challenge the existing practices and provide a more comprehensive approach to the feedback process.

Thanks for the Feedback: The Science and Art of Receiving Feedback Well" has significantly influenced corporate strategies for delivering and receiving feedback. The book provides insights into the types of feedback and triggers that can cause individuals to block out potentially useful information. This knowledge has been used by corporations to improve their feedback delivery methods and to enhance their employees' preparation and awareness when receiving feedback. The book also offers additional tactics that can be employed during the review cycle, which many corporations have adopted to ensure effective communication and continuous improvement.

The book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" does not explicitly mention the three types of triggers in the provided content. However, generally, triggers that can cause one to block out helpful information when receiving feedback can be categorized as: Truth Triggers (when we feel the feedback is untruthful or unfair), Relationship Triggers (when we have issues with the person giving the feedback), and Identity Triggers (when the feedback threatens our personal identity or self-esteem).

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No cambies de carril

"Cambiar de carril", o saltar entre dos problemas, ocurre cuando alguien está experimentando un "disparador de relación". Tal vez el jefe de Sally ha señalado que ha llegado diez minutos tarde todas las mañanas de esta semana. Está irritada porque sí, ha llegado tarde, pero también ha visto a su jefe navegando por Facebook en el trabajo por las tardes, y él se toma largos almuerzos casi todos los días. ¿Cómo es diferente perder tiempo de la empresa durante el día que a primera hora de la mañana? Sally piensa que él es un hipócrita y se enfada porque él incluso lo mencionaría dada la forma en que pasa su tiempo.

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Potential obstacles companies might face when applying the concepts of feedback handling from the book could include resistance to change, lack of understanding of the feedback process, and fear of negative feedback. To overcome these obstacles, companies could provide training and education about the importance and benefits of feedback, create a safe and supportive environment for giving and receiving feedback, and encourage open and honest communication. It's also important to ensure that feedback is constructive and actionable, and that it's delivered in a respectful and considerate manner.

The book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" has influenced corporate strategies and business models by emphasizing the importance of feedback in the workplace. It has encouraged organizations to create a culture of open communication where feedback is welcomed and valued. This has led to improved employee performance, increased job satisfaction, and a more inclusive work environment. The book has also highlighted the need for managers to be skilled in giving and receiving feedback, which has influenced training and development strategies in many businesses.

While the book does not provide specific examples of companies, it outlines universal principles of feedback that have been successfully implemented by many organizations. Companies like Google, Microsoft, and Amazon have robust feedback systems that align with the practices outlined in the book. They encourage open communication, foster a culture of continuous learning, and use feedback as a tool for improvement.

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Sally necesita reconocer mentalmente que hay dos problemas en juego, como suele ser el caso con los disparadores de relación, y hacer todo lo posible para no "cambiar de carril". El primer problema es la tardanza de Sally. El segundo problema es la forma en que ha presenciado a su jefe gastando tiempo de la empresa durante el día. Si Sally y su jefe se centran en lo que la otra persona está haciendo mal y niegan las afirmaciones del otro sobre su comportamiento, estarán hablando el uno al otro y no harán ningún progreso. Antes de que la conversación se salga de control, Sally debe hacer una nota mental de los problemas duales en juego y hacer todo lo posible para concentrarse en ellos individualmente en lugar de siempre "cambiar de carril".

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The theme of feedback is highly relevant to contemporary issues and debates in the workplace. It plays a crucial role in performance management, employee engagement, and organizational growth. In the context of ongoing debates about remote work, diversity and inclusion, and mental health, feedback can help address these issues by providing clear communication, setting expectations, and fostering a culture of continuous learning and improvement. It's also a tool for employees to voice their concerns, ideas, and suggestions, promoting a two-way communication channel.

One of the most innovative ideas presented in the book is the concept of 'switching tracks'. This refers to the tendency of people to shift the focus of a conversation when they feel attacked or uncomfortable. The book suggests that recognizing and avoiding this behavior can lead to more productive discussions and better outcomes. Another surprising idea is the emphasis on the receiver's role in feedback. The book argues that the key to receiving feedback well is to understand and manage one's emotional triggers, and to separate the feedback from the person giving it.

Potential obstacles companies might face when applying the concepts from "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" could include resistance to change, lack of understanding of the feedback process, and difficulty in separating personal feelings from professional feedback. To overcome these obstacles, companies could provide training on the feedback process, encourage open communication, and promote a culture of continuous learning and improvement.

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Ilumina tus puntos ciegos

Tomemos el mismo ejemplo. ¿Qué pasaría si te dijera que Sally ha llegado diez minutos tarde al menos tres de cada cinco días a la semana durante los últimos meses? Todos tienen "puntos ciegos" que se relacionan con los patrones macro en su vida y la forma en que hacen las cosas. Otros pueden identificarlos fácilmente para ti, pero es probable que no lo hayan hecho, a menos que les hayas pedido que sean honestos, y tengas una relación fuerte. Piensa en las personas que conoces; Considera al amigo que siempre está comenzando un nuevo régimen de ejercicios, tu hermana que afirma que estará satisfecha después de solo un proyecto de remodelación más, o tu colega que insiste en que dejará sus tendencias de adicto al trabajo este año.

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Small businesses can utilize the principles of effective feedback delivery from the book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" in several ways. Firstly, they can encourage employees to be open to feedback, emphasizing that it's a tool for personal and professional growth. Secondly, they can train managers to deliver feedback in a constructive, empathetic manner, focusing on behaviors and actions rather than personal traits. Thirdly, they can establish a culture of regular feedback, rather than limiting it to formal review periods. This can help employees adjust their performance in real-time and feel more engaged in their work. Lastly, they can promote a two-way feedback process, where employees also have the opportunity to give feedback to their managers and the organization.

The concept of "blind spots" as discussed in the book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" challenges traditional feedback mechanisms by highlighting the fact that individuals often have areas of their performance or behavior that they are not aware of, but which are visible to others. These "blind spots" can be a significant barrier to personal and professional growth, as they can prevent individuals from fully understanding and addressing the issues that are holding them back. Traditional feedback mechanisms often fail to address these "blind spots", either because the feedback provider is not aware of them, or because they are uncomfortable addressing them. By encouraging individuals to seek out feedback on their "blind spots", and by providing strategies for giving and receiving feedback in a constructive and non-threatening manner, the book offers a way to overcome these limitations of traditional feedback mechanisms.

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Las personas tienden a volver a sus hábitos y patrones a nivel macro, y la mayoría de nosotros somos ciegos a cómo hacemos lo mismo. Sally está comprometida con su trabajo y ser una buena empleada, simplemente subestima crónicamente el tiempo que le lleva salir por la puerta. Nunca hace un buen trabajo de presupuestar su tiempo en la mañana, pero nunca ha identificado sus propias acciones como el problema. Un día es el tráfico, y al día siguiente es un ascensor roto. Siempre tiene una excusa, y no se da cuenta de cuán a menudo sucede.

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The theories in "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" challenge existing paradigms in feedback delivery by shifting the focus from the giver to the receiver. Traditionally, the emphasis has been on how to give feedback effectively. However, this book argues that the key to effective feedback lies in how it's received and interpreted. It suggests that individuals have a responsibility to understand and manage their reactions to feedback, rather than placing the onus solely on the feedback giver to deliver it in a certain way. This approach challenges the conventional wisdom and offers a new perspective on improving feedback processes in personal and professional settings.

The lessons from "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" can be applied in today's business environment in several ways. Firstly, it encourages individuals to be open to feedback, regardless of whether it is positive or negative. This can foster a culture of continuous learning and improvement. Secondly, it highlights the importance of self-awareness in recognizing our own patterns and habits that may be hindering our progress. By being aware of these, we can take steps to change and improve. Lastly, it emphasizes the need to take responsibility for our actions rather than blaming external factors. This can lead to increased accountability and productivity in the workplace.

The book 'Thanks for the Feedback: The Science and Art of Receiving Feedback Well' has significantly influenced corporate strategies and business models by emphasizing the importance of feedback in the workplace. It has encouraged organizations to create a culture of open communication where feedback is not only accepted but also sought after. This has led to improved employee performance, increased job satisfaction, and a more inclusive work environment. The book has also highlighted the need for individuals to take responsibility for their actions and to be open to constructive criticism, which can lead to personal growth and development.

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Entonces, ¿cómo puede Sally iluminar sus puntos ciegos, y cómo puedes hacerlo tú también, para el caso? Sally puede pensar que sabe todo sobre lo que está pasando, pero considera que la lista de lo que realmente sabe y puede decir es bastante corta.

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Lo que su jefe puede percibir sobre la situación es sustancial. Contrariamente a lo que la mayoría de las personas piensan, los demás tienen una lectura mucho mejor de nuestro comportamiento que nosotros mismos.

"¿Quién puede ver tu cara? Todos. ¿Quién no puede ver tu cara? Tú."

Los humanos han evolucionado para ser excelentes jueces de las emociones e intenciones de uno al leer las caras. Mientras piensas que puedes estar disfrazando adecuadamente tus sentimientos, ya está todo en tu cara, y sin embargo, no tienes idea.

Al estudiar el desarrollo del cerebro infantil, los investigadores han identificado la parte del cerebro que se activa cuando un humano puede juzgar con precisión los diferentes tonos de voz y sus implicaciones. ¿Alguna vez te has preguntado por qué tu propia voz suena graciosa cuando la escuchas grabada y reproducida? Es porque los investigadores encontraron que cuando estás hablando, la parte del "tono" del cerebro se apaga y no puedes escuchar cómo te estás presentando realmente. Tu incapacidad para escuchar cómo suenas o ver cómo se ve tu cara cuando comunicas algo significa que los demás son mucho mejores jueces de tu comportamiento y expresiones.

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Yes, the findings about the 'tone' part of the brain can be applied to improve feedback delivery in a business environment. Understanding that others are better judges of our behavior and expressions can help us be more open to feedback. Additionally, being aware that we may not accurately perceive our own voice can make us more mindful of how we deliver feedback. We can strive to communicate in a way that is clear, respectful, and constructive, and seek external input to ensure our message is received as intended.

The study of infant brain development has significantly contributed to our understanding of human communication. Researchers have identified the part of the brain that activates when a human can accurately judge different voice tones and their implications. This discovery was made possible by studying the brain development of infants. Furthermore, it was found that when a person is talking, the 'tone' part of the brain shuts off, making them unable to hear how they truly sound. This explains why our own voice sounds strange when we hear it recorded and played back. This inability to perceive our own communication means that others are often better judges of our behavior and expressions.

The book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" suggests several ways to improve self-awareness in communication. One of the key points is understanding that others are better judges of our behavior and expressions, as we often can't accurately perceive our own voice tones or facial expressions. Therefore, seeking and being open to feedback from others is crucial. Additionally, practicing mindfulness and self-reflection can help us become more aware of our own communication patterns and areas for improvement. Regularly recording and reviewing our own speech can also be a useful tool for gaining self-awareness.

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Aunque no puedes cambiar algunos de estos factores, puedes tomar algunas medidas para hacer que tus puntos ciegos, especialmente tus patrones macro, sean más visibles para ti. Lo primero que puedes hacer es estar en alerta máxima para tu "disparador de verdad". Cuando tu primera reacción es decir, "¡Eso no es cierto!" o "¿De dónde sacaron eso?", considera que pueden haber identificado un punto ciego. En estos casos, baja la guardia e intenta ser receptivo. Al tener una conversación de retroalimentación, pregunta, "¿Cómo ves que me estoy poniendo en mi propio camino?" Esta pregunta invita a su evaluación específica de tu comportamiento y es mucho más efectiva para sacar a la luz observaciones de puntos ciegos que un general, "¿Cómo lo estoy haciendo?"

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While specific company names are not mentioned in the content, the practice of asking "How do you see me getting in my own way?" during feedback sessions is a common strategy used by many organizations to identify and address employee blind spots. This approach encourages open communication and helps individuals understand how their actions or behaviors may be hindering their performance or growth. It's a part of a broader feedback culture that many successful companies like Google, Microsoft, and Amazon have implemented.

The strategies outlined in the book "Thanks for the Feedback: The Science and Art of Receiving Feedback Well" can have a significant impact on corporate feedback models. They can help create a culture of open and constructive feedback, reducing defensiveness and promoting growth and learning. By encouraging employees to be receptive to feedback and to actively seek it out, these strategies can help identify blind spots and improve performance. They can also make feedback conversations more effective by focusing on specific behaviors rather than general performance. This can lead to more accurate assessments and more targeted improvements.

Small businesses can utilize the concept of "truth triggers" to improve their feedback culture by encouraging employees to be open to feedback, even when it challenges their self-perceptions. When an employee's initial reaction is to deny or question the feedback, they should consider that it may have identified a blind spot in their performance or behavior. By being receptive to such feedback, they can address these blind spots and improve. During feedback conversations, asking specific questions like "How do you see me getting in my own way?" can be more effective at drawing out these blind spot observations than a general "How am I doing?". This approach can help create a more honest and constructive feedback culture.

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Por último, no tengas miedo de ir a los lugares difíciles para la crítica. Las personas con las que siempre has tenido tensión o desacuerdo probablemente tienen una visión de tus puntos ciegos. Los seguidores pueden no ser tan honestos o pueden tener los mismos puntos ciegos en común contigo.

Cómo discrepar de manera productiva

Escuchar y discutir la retroalimentación con alguien no significa que debas estar de acuerdo con ellos. De hecho, muchas veces la retroalimentación está mal orientada o al menos le falta información crucial. No han escuchado tu versión de la historia. Hay una manera de comunicar tu punto de vista sin ser desagradable o decir "eso está mal" de manera directa.

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Potential challenges when discussing feedback can include defensiveness, misunderstanding, or miscommunication. These can be overcome by ensuring a clear and open line of communication, being receptive to feedback, and understanding that feedback is meant for improvement, not as a personal attack. It's also important to remember that you don't have to agree with all feedback; you can communicate your viewpoint respectfully and constructively.

One can handle misguided feedback in a professional setting by first listening to the feedback without interrupting. It's important to understand the perspective of the person giving the feedback. After fully understanding their viewpoint, you can then politely and professionally present your side of the story. If the feedback is indeed misguided, provide clear and concise reasons why you believe so. It's crucial to maintain a respectful and open-minded attitude throughout the conversation. Remember, the goal is not to win an argument but to reach a mutual understanding.

When receiving feedback, it's important to listen carefully and understand the other person's perspective. However, you also have the right to express your viewpoint. Here are some strategies:

1. Be respectful: Always respect the other person's opinion, even if you disagree.

2. Use "I" statements: Instead of saying "You're wrong", say "I see it differently". This reduces defensiveness.

3. Ask for clarification: If you don't understand the feedback, ask for more information.

4. Provide context: If the feedback is based on a misunderstanding, provide the necessary context.

5. Seek a mutual understanding: The goal is not to win an argument, but to reach a mutual understanding.

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En lugar de negar rotundamente la retroalimentación, posiciona tu comentario como información adicional.Utilice frases como "Es posible que no sepas que..." o "Como contexto..." Sabes que esta información anula su retroalimentación, pero no tienen que escucharlo de esa manera. Esta táctica preserva la relación al mismo tiempo que asegura que tu versión de la historia se escuche y se tenga en cuenta.

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