Collaboration

When I’m talking to clients and teams, I’m often surprised at how few do adequate prep work before giving feedback. I’d like to offer you a few resources to make such big conversations more effective. I’ll share a few readiness indicators in the video. And I’ll spell some out below, too. If you’re giving someone feedback – formally or informally – it helps tremendously to lean on your NVC skills, namely: 1. Translate your judgments into clean observations. The move from, “you’re not contributing in meetings enough” to “I noticed in the last two meetings we didn’t hear your opinion about X project” can be magic. 2. Shift your system out of reactivity – do some self-management (aka self-empathy). What are you needing in this relationship? Why does this conversation matter? If you’re upset – something important is happening for you. See if you can plug into that. Here’s how it might go in your head. “I care about their career. But it’s about having a robust discussion in support of our big project. I’m frustrated. Really wanting engagement and collaboration.” 3. Make sure you have at least one clear, doable request in mind, otherwise, whatever you say will be much more likely to land like criticism. “I’m going to make a point to make space for you to speak up at tomorrow’s meeting. Mind preparing your sense of where we are, and what you think needs the group’s focus next, so when I look to you, you’re ready to go?” Giving effective feedback is one of the biggest challenges many of you report in applying NVC at work – so after you watch the video, feel free to download this resource as well.

When Google set out to figure out what makes the most productive teams so effective, at first it was hard to find a pattern. Planning mattered, sure. Goals were important, yet. Team leadership, definitely. But one surprising quality rose to the surface, “Psych Safety”.
In today’s live, we start to unpack what that involves… and how it relates to mistakes.

Competency? Positive Outlook? Or Intensity? How to tell what your biggest tendency is under pressure, and why this matters in collaborations.