The Feedback Conversations Workshop is a Carefully Structured Master Class for Organizational Leaders

An Overview of How It Works

During the workshop, participants learn to conduct three primary types of feedback conversations.

Following are some key elements about the program structure and style:

• The program begins with a package of pre-work that initiates the thought process and identifies potential feedback recipients.
• The workshop itself takes one full day of intense learning.
• The learning is experiential, with participants practicing the skills to master them.
• Participants leave with an action plan for applying what they have learned to three feedback situations back in the workplace.

This workshop, like all our workshops, is fun, interactive, and practical. Participants are immersed in the principles and skills of feedback. Here’s an outline of what they learn and how the workshop is organized:

1. The day opens with an interactive exercise to explore participants’ experience with both giving and receiving feedback. Feedback is one of life’s most essential processes, allowing us to become more effective in dealing with our environment. Without feedback in its many forms, we would be unable to navigate effectively through life. An initial conversation on the subject sets the stage for the work to follow.
2. Three types of feedback conversations are defined. Feedback is a process described in a wide variety of fields, from biology to engineering.  Definitions and descriptions vary from one field to another. This program defines and explores three categories of feedback: positive, corrective and developmental.
3. Participants do an initial self-assessment on each type of feedback conversation. The assessment serves as a benchmark for comparison at the end of the program.

Next the program explores how to handle these three types of feedback conversations:

4. Positive feedback. The principles of gardening apply here; by paying attention to the things we would like to see, we will see more of them. What are the most effective ways to pay attention? A simple formula highlights the key to greater impact with positive feedback. The first building blocks for a feedback model are put in place.
5. Skills practice and planning. Participants practice positive feedback scenarios and plan a conversation from the pre-work.
6. Corrective feedback. Providing corrective feedback can be challenging. However, when delivered in an effective manner, it can build a more trusting and authentic relationship. Building on the steps established with positive feedback, a powerful and detailed model for corrective feedback is presented.
7. Skills practice and planning. Referring to the feedback model, participants practice corrective feedback scenarios, plan a conversation from the pre-work, and watch a video demonstration.
8. Developmental feedback. Developmental feedback can involve similar challenges to corrective feedback. The same feedback model serves well in the developmental process.
9. Skills practice and planning. Participants practice developmental feedback scenarios and plan a conversation from the pre-work.
10. Integrating corrective or developmental feedback into a leadership conversation. After delivering corrective or developmental feedback, what happens next? Three possible pathways are explored: 1) using feedback as a doorway to coaching; 2) being directive, and 3) using influence.
11. Skills practice. Video demonstrations are followed by a large group practice session, where various responses to feedback lead to different pathways.
12. Handling defensive reactions. No matter how effectively we present feedback, it is still possible we may encounter a defensive reaction. If faced with a defensive reaction it is important to focus on creating safety. In this section we explore two approaches to creating safety.
13. Skills practice. After a video demonstration, participants practice two important skills for creating safety.
14. Receiving difficult feedback. The previous section explores how to deal with defensive reactions in others. There is another place where defensive reactions can occur: in ourselves. One of the most powerful things a leader can do to create a positive environment for feedback is to model how to receive it. This section reviews an approach to receiving difficult feedback.
15. Capstone skills practice: This final exercise brings together all the elements of the day. Participants draw upon one of their conversation planners to practice an actual feedback conversation they intend to have when they return to the workplace. An observer provides structured feedback on the session.
16. Self-assessment. Participants do a final self-assessment, comparing their skill level with their assessment from earlier in the day.
17. Commitment to action and summary. Key learnings and action steps are summarized.

Where To Next?

Now that you know the issues this program addresses you may want to review our Feedback Conversations workshop. For the full details on that workshop, go to Feedback Conversations: Program Objectives.

Now that you know the issues this program addresses you may want to review our Influential Conversations workshop. For the full details on that workshop, go to Influential Conversations: Program Objectives.

These materials are also available to be licensed and “white labeled” for your corporate training needs. Learn more about our Customization Services.

If you have questions about the Feedback Conversations Workshop, or would like to discuss your leadership development needs, Contact Us.

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