Archives for August 2018

Feedback is such an important instigator of growth. And one of the ways we enhance both our growth mindset and our practical skills is by eliciting and valuing feedback. But feedback can be tricky for a number of reasons. We’ve all had experiences of both giving and receiving feedback that didn’t go well or, in some cases, may even have caused real harm and pain for us and others.

There are four key things to remember when we’re giving feedback, if we want it to be well-received:

1. Permission – There has to be implicit or, ideally, explicit permission for us to give someone feedback. Unsolicited feedback, even if it’s spot-on and valuable, can be hard to take. Asking someone if they’re open to feedback or whether we can give them some, while sometimes awkward, can be helpful and important. This is true even if we’re their boss, parent, or mentor, or in any other type of relationship with them where permission for our feedback may seem implied. Making sure that we have permission to give feedback shows that we respect and value the person to whom we’re giving it. It also usually makes feedback feel less like judgment and more like help, allowing the person to be more receptive to what we have to say.

2. Intention – It’s important for us to check in with ourselves about the intention behind our feedback. In other words, why are we giving them this feedback? Do we genuinely want them to be more successful? Are we annoyed with them and want to let them know why? Are we trying to prove or defend ourselves? Are we trying to control them or the situation? There are all kinds of reasons why we give feedback to others, and sometimes there is more than one. But being real with ourselves about our motivation behind giving feedback can help us determine whether or not it’s even going to be helpful. And assuming we decide that it is, making sure our intention is genuine and positive will make it more likely that the person will be receptive to it.

3. Skill – Giving feedback effectively takes skill. Of course, from a growth-mindset perspective, giving feedback is not only important, but also one of many things we can improve upon the more we practice and dedicate ourselves to doing it. Because giving and receiving feedback can be a vulnerable experience for everyone involved, it requires attention, commitment, awareness, and courage to do it well. And even with all those things, it’s still not easy. The more willing we are to do it, the more we can develop our skill of giving feedback successfully. And there are, of course, different ways to skillfully give feedback. Oftentimes, especially at work, we may give it directly and explicitly as part of a review or development conversation. But as Melissa Daimler, Senior Vice President of Talent at WeWork and former Head of Learning at Twitter, once told me, “Sometimes the best feedback I’ve gotten has been when I didn’t even realize it was feedback.”

4. Relationship – The most important aspect of giving effective feedback is the relationship we have with the person we’re giving it to. We can have explicit permission, the most positive intention, and a lot of skill in how we deliver it — but if our relationship isn’t strong or it’s actively strained, it’ll be very difficult for us to give feedback to someone and have them receive it well. I could get the same exact feedback from two different people but react to it differently depending on my relationship with each of them. Let’s say, in one case, I know the person cares about me, appreciates me, and believes in me. I’m much more likely to be open to their feedback and to take it positively. But if, in another case, the person is someone I don’t know as well or may have some unresolved issues with, it’s less likely that I’ll be open and take their feedback well. This is all about personal credibility.

Making sure the relationships we have are strong and authentic helps us ensure that we can give feedback effectively when we need to do so. All four of these things — permission, intention, skill, and relationship — are important for us to remember when giving feedback. And they’re also important for us to think about in receiving feedback. The other side of the same coin is making sure that we give people permission to give us feedback, check in with and pay attention to what their intention might be, give them feedback about how they’re giving it or how we like it to be given, and work to strengthen our relationships with the people around us.

The most effective ways to enhance our ability to receive feedback are to ask for it, be open to it, and genuinely consider it when it comes our way. Receiving feedback is essential to our growth and success. And the more willing we are to seek it out and take it in, the further along the continuum of growth mindset we can move.

What makes giving feedback most challenging for you?  What can you do to make it a little easier and more effective?

 

This article is excerpted from Bring Your Whole Self to Work, by Mike Robbins, with permission.  Published by Hay House (May 2018) and available online or in bookstores.

 

A great example of how teamwork and culture can impact results in a significant way is the San Francisco Giants from a few years ago.  I’ve been honored to speak several times to their front-office staff, as well as to some of their players and coaches during spring training in recent years. I first partnered with the Giants in the spring of 2010. They had a young team that year, and some talented prospects in their minor league system, so the future looked bright. It seemed like they were a year or two away from being really good, and also like they were starting to develop some real chemistry as a team and as an organization.

They ended up making it into the playoffs on the final day of the 2010 season, but all the experts said they didn’t have enough talent to win the World Series. They got hot that October, played incredibly well in the playoffs, proving the experts wrong, and won the World Series for the first time since the team had moved from New York to San Francisco in the late 1950s. It was a huge deal for the entire Bay Area and for Giants fans everywhere.

The Giants ended up winning three World Series championships—in 2010, 2012, and 2014—during a five-season stretch. And not only was that incredibly difficult in itself—they did it as underdogs in just about every post-season matchup they were in during those championship runs. They had good talent, but in most cases they didn’t look like the best team on paper. Their ability to play well in big games, fueled by their incredible team culture, is what propelled them to those World Series titles.

They seemed to understand and embody all the essential intangible qualities—that non-technical stuff that truly drives success and performance. Two particular examples epitomize to me both the success of the Giants during this championship run, and what it means to care about each other and know that they’re all in it together.

On the Friday night of the final home series of the season, the Giants give out an internal award called the “Willie Mac Award.” It’s named after Hall of Famer Willie McCovey, who played for the Giants his entire career, from 1959 to 1980. It’s voted on by the team and coaching staff, and is given to the most inspirational player each year. In 2013 the award went to Giants right fielder Hunter Pence. Hunter was an All-Star player who the Giants picked up at the trade deadline the season before. He became the team’s inspirational leader in the playoffs in 2012, and his energy and enthusiasm in the clubhouse and dugout, as well as his play on the field, helped lead them to their second championship in three years that previous season. He played really well in 2013, but the team was, unfortunately, not going to the playoffs that year.

I was at the ballpark for that last Friday night home game of the 2013 season, and was excited to see the announcement of the Willie Mac Award, which is always a big deal and a fun ceremony. I was fired up when they announced that it was Hunter Pence, who seemed quite deserving of the award, and I also looked forward to hearing him speak, since he’s such a passionate guy.

Upon being announced as the winner right before the game, he came out onto the field surrounded by past winners of the award, and stood next to Willie McCovey himself, who was in a wheelchair beside the podium. Hunter got to the microphone, thanked Willie and others for the award, and then said something directly to his teammates that I wasn’t prepared for: “I love every minute with you guys. I tell you that every day. I know some of you get uncomfortable when I tell you that I love you. You think it’s soft. But I actually think it’s the strongest thing we’ve got.”

I was deeply moved by Hunter’s courageous and vulnerable expression of love for his teammates. Telling them he loved them in front of 42,000 fans (let alone the multitudes watching it on TV), and the fact that he underscored it by saying that love is the strongest thing they had together, made my heart sing on so many different levels.

Fast forward to the next season (2014): The Giants are back in the World Series, it’s game seven, and they’re on the road against the Kansas City Royals. With two outs in the bottom of the ninth inning, they’re up by one run, but the Royals have the tying run on third base. Giants pitcher Madison Bumgarner gets Royals catcher Salvador Pérez to hit a pop-up into foul ground. Giants third baseman Pablo Sandoval catches it for the third and final out of the game, and they win their third World Series title in five years. As Buster Posey, the Giants’ All-Star catcher, comes out to the mound to give Bumgarner a celebratory hug, these two big, strong, tough men from the South— Georgia and North Carolina respectively—embrace each other. And right before the rest of the team comes piling out of the dugout to jump on top of them, you can see Bumgarner lean over and say into Posey’s ear, “I love you!” It was one of the most heartwarming things I’ve ever seen on a baseball field. It moved me to tears and epitomized what a championship team is all about—caring about each other, knowing that they’re all in it together, and, ultimately, loving one another.

Creating a championship team takes commitment, courage, and faith. We have to be willing to put our egos, agendas, and personal ambitions aside, at least to some degree, so that we can focus on the bigger goal and vision. A great team epitomizes what we mean by the whole being greater than the sum of its parts. With our work teams, this is about being all in, having each other’s backs, and being willing to work through issues, challenges, and conflicts together. It’s also about making a commitment to care about each other as human beings. This isn’t always easy to do, but it’s necessary if we’re going to create the kind of success and fulfillment we want. And when we do this, we become part of something bigger than ourselves, and we give meaning and purpose to the work that we do and to our lives—which is what bringing our whole selves to work is truly all about.

 

What are you doing to create a championship team around you at work?  What else is needed to ensure the success of your team?  Post your reply in the comments.

 

This is a excerpt from Bring Your Whole Self to Work, by Mike Robbins, with permission.  Published by Hay House (May 2018) and available online or in bookstores.

 

Issues of gender, race, sexual orientation, nationality, age, disability, and religion and more can be hard for us to address authentically, since they bring up things that are both deeply personal and difficult to understand from our various perspectives and worldviews. They also touch on issues of privilege, oppression, bias (both conscious and unconscious), and opportunity. These things can elicit strong emotions and reactions for many of us, for a variety of reasons.

For people of any minority group—which means just about everyone except us straight white males—the reality of the group or groups they belong to can raise issues of pride, challenge, identity, and struggle for them, especially at work. Inclusion is about all of us doing what we can to think about, talk about, and be aware of these issues, and about creating an environment that is as open, understanding, supportive, and as safe as possible—which isn’t always easy and can be understandably messy and uncomfortable at times.

The term covering was coined by sociologist Erving Goffman to describe how even individuals with known stigmatized identities make “a great effort to keep their stigma from looming large.” Kenji Yoshino, a constitutional law professor at NYU, further developed this idea and came up with four different categories in which we “cover”: (1) Appearance, (2) Affiliation, (3) Advocacy, and (4) Association.

In essence, we often do what we can to cover aspects of ourselves that we believe might put us out of the “mainstream” of our environment. Yoshino partnered with Christie Smith, Managing Principal of the Deloitte University Leadership Center for Inclusion, to measure the prevalence of covering at work. They distributed a survey to employees in organizations across 10 different industries. The 3,129 respondents included a mix of ages, genders, races/ethnicities, and orientations. They also came from different levels of seniority within their organizations.

Sixty-one percent of respondents reported covering at least one of these four categories at work. According to the study, 83 percent of LGBTQ individuals, 79 percent of blacks, 67 percent of women of color, 66 percent of women, and 63 percent of Hispanics cover. While the researchers found that covering occurred more frequently within groups that have been historically under-represented, they also found that 45 percent of straight white men reported covering as well.

Issues of diversity and inclusion impact all of us. And while they clearly play a significant role in the lives and careers of women and members of every minority group, it’s important that we all be willing to look at and talk about these issues, and do what we can do to create an environment that is as inclusive as possible. For us to do this, it takes authenticity, emotional intelligence, and courage – both individually and collectively.

A big paradox of being human is that on the one hand we’re all unique—by virtue of how we look, our background, our race, our gender, how we think, our religion, our skills, our personalities, our age, what we value, our histories, our orientation, our socioeconomic status, and so forth—yet on the other hand, the further down below the waterline we go on our iceberg, the more we’re alike. We’re all human beings and we experience the same emotions—love, fear, joy, shame, gratitude, sadness, excitement, anger, and more.

If we can be as mindful, sensitive, and aware as possible in honoring, understanding, and respecting our many differences, do what we can do support and empower those who may be underrepresented, and, at the same time, remember that we’re all in this together…then we can create teams, enviroments, and cultures of real inclusion.  And, when we do this, everyone benefits.

 

What are you doing to create an inclusive environment around you at work?  What else is needed to make sure that it’s as inclusive as possible?

 

 

Portions of this piece were excerpted from Bring Your Whole Self to Work, by Mike Robbins, with permission.  Published by Hay House (May 2018) and available online or in bookstores.