(Last Part) Feedback: A Journey to Professional Development

We have reached the third and final part of this series of articles on a small excerpt from the book "Radical Candor" by Kim Scott , which addresses the cycle of structured conversations. In this series, I have adapted this proposal for discussions focused on assertive feedback between leader and team member. If you are encountering this article for the first time, I share below the direct links to part 1 and part 2:

(Part 1) Feedback: A Journey to Professional Development

(Part 2) Feedback: A Journey to Professional Development

Let's recall the cycle?

Listening -> Clarifying -> Debating -> Deciding -> Convincing -> Executing -> Learning

In this final part, we will explore the last three stages of this structured dialogue.

Convincing

In this stage, the focus is on "convincing" during large team meetings. Kim Scott exemplifies this with stories from 谷歌 , where Larry Page and Sergey Brin needed to convince the team to adopt certain decisions. In the context of assertive feedback, it is not about simply convincing the other person of what was said, but ensuring that the process was clear enough for the feedback to be understood as a tool for genuine development and improvement.

IMPORTANT: Please do not just put your impressions and conclusions in an authoritarian manner. This stage is a joint construction between two professionals, where the goal is for the person receiving the feedback to accept and understand the relevance of what was discussed. Clarify everything, and do not hesitate to explain each point.        

Some useful questions to ensure that the feedback was assimilated include:

Does everything we discussed make sense to you?

Is there any point we need to discuss further to improve this situation?

This conversation should make us better. Will what we discussed help you on this journey?

Executing

Execution is the crucial part of the cycle, where it is verified whether the learning was effective and if the feedback was implemented. Although the primary responsibility for execution falls on the person who received the feedback, the leader must continue to monitor this progress.

Observe moments when the behavior or position discussed in the feedback may arise and help measure if there has been a real change. Remember that changing deeply ingrained behavior does not happen overnight; it is a continuous process that requires time and effort.

IMPORTANT: I do not believe in changing anyone's essence. We are all unique, with our own experiences and perspectives. However, it is possible to improve visceral behaviors and attitudes through self-knowledge and a desire to improve.        

To ensure that the execution stage is being effectively carried out, establish regular check-ins to discuss progress. Use tools like KPIs (Key Performance Indicators) or OKRs (Objectives and Key Results) to measure specific changes. For example, if the feedback was about improving team communication, observe and record concrete instances where communication was effective or where it still needs improvement. Provide continuous feedback and encourage the team member to share their perceptions of what is working or not. This constant follow-up helps maintain focus and facilitates necessary adjustments in behavior.

Learning

Finally, we reach the learning stage, which, although last, should occur throughout the cycle. Each stage provides learning opportunities, and each human interaction is unique. Even experienced leaders in feedback and management can be surprised by new lessons in a well-conducted 1:1.

Mistakes will happen, and it is crucial to learn from them. When something goes wrong, it is the leader's responsibility to learn from the mistake and help implement necessary changes. Otherwise, there is a risk of creating a culture that does not value learning.

To improve the ability to provide feedback, leaders can use various tools and resources. I have used the Qulture.Rocks platform, which helps create a continuous feedback environment, facilitating regular check-ins and performance evaluations that promote a culture of transparency and constant improvement. There are other tools on the market, such as Gallup CliftonStrengths, which helps identify and develop employees' strengths, providing a solid foundation for constructive feedback conversations.

Implementing these tools can not only improve the quality of feedback but also empower leaders to become better listeners and communicators, reinforcing a positive and productive work environment. Each interaction should be seen as an opportunity for growth, for both the leader and the team member, solidifying the foundation for effective collaboration and continuous development.

I hope this third part of the series Feedback: A Journey to Professional Development has provided valuable insights on how to conduct the stages of Convincing, Executing, and Learning. The conflict generated by assertive feedback, when well managed, can be positive and lead to personal and professional growth. Stay tuned for more insights and reflections on how feedback can boost your professional journey. Together, we are building a path to success through continuous learning and effective collaboration.