You're looking to improve your performance. How can peer-to-peer feedback help you?

O feedback ponto a ponto oferece insights valiosos para melhorar o desempenho, permitindo que você receba avalia??es diretas de colegas que entendem seu trabalho de perto. Essa troca promove o reconhecimento de pontos fortes e a identifica??o de áreas para desenvolvimento, incentivando o aprendizado contínuo. Além disso, ao criar um ambiente de feedback aberto e construtivo, fomenta-se a colabora??o e o apoio mútuo, o que pode levar a inova??es e aprimoramentos no trabalho, contribuindo significativamente para o crescimento pessoal e profissional.

Peer-to-peer feedback, to me, is the feedback you receive outside of scheduled reviews. Whether from a friend, colleague or coach, you request this type of feedback. Before you ask for feedback, be clear with yourself what the goal is and what type of feedback you are looking for.

First, build your team and network. Who can you trust and rely on to give you honest feedback? How are you building and maintaining those relationships? The quality of feedback you receive is dependent on the quality of relationships you develop.

O feedback peer-to-peer ocorre horizontalmente, entre colegas de trabalho que ocupam cargos semelhantes ou est?o no mesmo nível organizacional. Ao contrario do tradicional, que ocorre de cima para baixo.

Ele pode ser usado para elogiar, corrigir ou orientar o profissional de forma clara e objetiva. Veja alguns exemplos de como usar o feedback ponto a ponto: Para elogiar: "Parabéns pelo seu relatório, você apresentou os dados de forma organizada e coerente. Isso facilita a compreens?o e a tomada de decis?o." Para corrigir: "Você precisa melhorar a sua pontualidade, você chegou atrasado três vezes na semana passada. Isso prejudica o seu trabalho e o da equipe. Qual é a dificuldade que você está enfrentando para cumprir o horário?" Para orientar: "Você tem potencial para liderar projetos, mas precisa desenvolver algumas habilidades, como comunica??o. Você gostaria de participar de um treinamento sobre esses temas?" Use-o com empatia.

The more feedback you gather, the easier it will be for you to identify what you might need to work on. Everyone has their subsconscious beliefs, and these often come into play during giving and receiving feedback. By asking multiple people with different backgrounds for feedback, you can challenge your assumptions and identify if there is a common thread amongst feedback received.

We all have biases. Your peers also have biases. However, we can at least limit our own biases and get additional perspective about our effectiveness. The more peers you listen to, the more perspectives you hear, the more you learn about your impact, and the more you can identify opportunities for growth.

Giving feedback is like being a helpful guide. It's about sharing thoughts that can make things better. It's a way to point out what's good and how to improve, creating a path towards success. The harsh truth about feedback skills is that many individuals cannot deliver and receive constructive criticism effectively. Failure to master this skill impedes personal and professional growth, hindering collaboration and improvement. Boosting your feedback skills is like unlocking a superpower. It brings clarity to communication, strengthens connections, and boosts success.

Na minha experiência O feedback ponto a ponto ajuda a criar uma cultura de melhoria contínua, onde os colaboradores s?o incentivados a buscar feedback regularmente e a trabalhar ativamente em seu desenvolvimento profissional. Isso contribui para o aumento do desempenho individual e organizacional ao longo do tempo.

Peer-to-peer feedback is important because despite our best intentions, it's natural to have blind spots. Others just have a clearer, broader view of us. Our peers may be able to offer ideas/solutions that may not be obvious to us at all. They may offer us a new perspective. It's great to have someone to bounce ideas off and expand our horizons. We benefit from their experiences and expertise. We all have unique strengths. To receive constructive feedback from someone with different strengths may help us refine our work.

Always be respectful by giving feedback, and ask yourself: will the person in question benefit from me giving this feedback, or am I trying to push my own point across? Try to make the feedback relevant - feedback on something that happened a long time ago can often be neglected. Always make sure to make positive statements, even when giving constructive feedback, and do not attack the other person.

Focus on helping them. This is not about how great your own ideas are but whether you can frame them in a way that actually helps your peer. Use language that makes it clear your goal is to help them. Give constructive feedback, ditch any vagueness. For instance: "You might disagree with me but I think tweaking the last sentence could make it more impactful. But it's your call, of course." It's always helpful to try to understand their own p.o.v. first: "I'm sensing a bit of hesitation here. Like you're afraid to state your opinion in clear terms. Why is that?" While your feedback is going to involve your opinions, keep the emotions out of it. Only give feedback if you're certain you're coming from a supportive and objective place.

Stop serving the feedback sandwich. Do this instead: Contextualize: Begin by explaining the purpose behind the feedback, aligning it with shared goals, and emphasizing the potential for mutual success. Set Equal Ground: Establish a relatable atmosphere by acknowledging personal growth and learning, creating an environment where both parties are on a journey of improvement. Be Consent-Driven: Respectfully inquire if the individual is open to receiving feedback. This approach not only invites participation but also mitigates potential defensiveness. Be Transparent: Instead of relying on a manipulative "compliment sandwich," engage in an open and transparent conversation. This approach fosters genuine exchange and encourages mutual growth.

Penso que a melhor forma é trazer uma experiência que foi necessário aquele dialogo, pertinente e coesa. Assim , favorece o significado do feadback. Além de estreitar e fortalecer a parceria , a possibilidade de alavancar os resultados é inevital.

I prefer the Radical Candor method described by Kim Scott: Challenge directly and care personally. Be honest, but be gentle. Brutal honesty is ridiculous. There is nothing about honesty that needs to be brutal. When you give feedback, do some pre-work to remove any emotional baggage from your words. Be clear, be logical, share your feelings and perspectives, but ditch all the accusation.

When seeking feedback, it's essential to view it as feedforward - insights you can use to move forward and improve. Simply asking for feedback without a clear purpose won't yield meaningful results. To ensure valuable feedback, it's crucial to understand your objectives and do your homework before approaching peers. Consider the following: 1. Clarify Your Goals 2. Identify Areas for Improvement. E.g. Leadership skills, time management skills, communication skills, knowledge etc. 3. Seek for blind spots or weaknesses in your current approach which need to be addressed to progress toward goals By aligning feedback with your long-term objectives, you can leverage feedback as a valuable tool for personal and professional development.

Ask. Listen. Say "thanks." Repeat. Don't challenge. Don't defend yourself. Don't justify. Just listen. And then THANK the person who gave you the feedback.

Foque no comportamento, n?o na pessoa . Concentre-se nos comportamentos observados, em vez de fazer julgamentos sobre a pessoa. Isso ajuda a tornar o feedback mais objetivo e menos pessoal, reduzindo a probabilidade de defensividade.

Feedback is always saved for "growth opportunities." Yuck. Share positive feedback. Let people know when they do things well. Let them know when they negatively impacted you. Share what you notice. Be honest and clear. Remove the strong emotions from your language. It is ok to feel... it is not ok to project your feelings and make the other person responsible for your reactions.

Encorajar os colaboradores a fornecer feedback uns aos outros regularmente, em vez de esperar por avalia??es formais. Isso pode ser feito através de incentivos, reconhecimento e celebra??o do feedback construtivo.

You can't measure what you don't track. Clearly establish for yourself what you want to improve, and what you would specifically like feedback on. When feedback is given, do not defend yourself, but simply listen, take time to analyse/reflect and get back to the person later if you disagree. Remember - you asked for feedback, and whether you agree with the feedback or not, the person was willing to help you.