Management 3.0 - Feedback Wrap - When a feedback is worth for three

Recently, my agility team had to work on the redesign of a Tribe of 70 people with 06 Squads. In this scenario, there is always a dance of roles and responsibilities.

New work agreements are defined, new integrations and training are carried out. Some people take a little while to assimilate a promotion and start to leave some loose ends in the way, deconstructing the story that made her reach that moment.

In the agility model we set up at the Tribe, we have transversal teams guided by a specialty called Chapter. In the new structure, a Chapter Leader, which I will fictionally call Jo?o, was designated as PO. Consequently, a Team Member that I will fictionally call Lucas, who had a lot of talent, was designated as Chapter Leader.

As Agile Coach of Tribe I have the responsibility to do the onboarding of the new POs and new Chapters and luckily both were part of Squads that I followed a little more closely.

It is very common to be confused between the roles to be played when we receive new assignments. And it was no different for the new Lucas - Chapter Leader. He was very confused between the role of Team Member and leader of a transversal. From that moment on he started to have a showcase position and any action he took could serve as a good or bad example for his team.

Lucas started to stop doing some activities that were precisely the ones that positioned him as such and started to impact the commitment of the other team members.

Obviously, I had to act at that moment so as not to compromise the team's deliveries. I left the traditional feedback model of the company a little, made up of SITUATION, BEHAVIOR, and IMPACT, and opted for something more humanized, because besides being a workmate, he is my friend, and we have a very high trust relationship.

I chose to use Feedback Wrap which is a Management 3.0 tool that I believed could be a smooth way to give constructive feedback and without impacting or compromising our relationship.

I invite you to learn more about the practice on the Management 3.0 website, if you are interested: https://management30.com/practice/feedback-wraps/

Preparation:

Before giving feedback to someone, I recommend preparing the speech and its rationale well and structuring it according to the Feedback Wrap model. The feedback wrap model uses the concept of ingredients that are divided as follows:

1.      Describe the context of the feedback.

First, you should describe your context to allow the other person to gain an understanding of your point of view.

2.      Record your observations without any judgment.

In the second place, you should list your observations and describe what you saw. Some situations or examples allow the other person to increase the understanding of the situation.

3.      Express your emotions.

In the third place, you should express how you felt about the situation. Your emotions and feelings are important here and help you improve empathizing.

4.      Express the value and importance of the event.

In the fourth place, you should illustrate what is important and valuable for you. This allows the other person to identify what is important for you in the future.

5.      End with a suggestion.

Finally, you should offer suggestions to guide the other person without directives.

Strategy Change:

During the preparation of the Feedback, I asked myself if I really should be the interlocutor. The former Chapter Leader (Jo?o) who is currently PO, was the leader of the former Team Member (Lucas) who is now Chapter Leader. You got it?

It was possible to meet with Jo?o for a feedback session before speaking with Lucas. I saw the opportunity to comment on Lucas in addition to teaching him the Feedback Wrap tool. After all, there would be no better person to give feedback since they already had a previous relationship.

To explain the concept of Feedback Wrap I used the collaboration Miro board.

 With this strategy, it would be the perfect scenario to guide a person to give powerful feedback to a person on their own team, generating learning, confidence and obtaining positive results for the team without the involvement of the agility team directly.

Learnings:

Feedback to an oriented and constructive PO with the objective of giving targeted and constructive feedback to your Chapter, generated an increase in the efficiency of your team, in addition to the learning and application of the tool. That is, feedback that is worth three.

As a facilitator I learned that sometimes feedback can be indirect and used in a strategic way, reaching several people at hierarchical levels, but with the essence of the message and that if applied to the right person and correctly, it can generate very positive results.

I thank the instructor Erick Masgo for sharing the knowledge of Management 3.0.

Daniel Páez

Master Coach, Agile Coach, Job Hunter, Especialista en Recolocación y Carrera. Vloguero, orador, escritor, adicto a las redes sociales y emprendedor. Director de la empresa DPáez Carrera e Recolocación

La misión de mi vida es hacer que consigas el trabajo de tus sue?os.