Feedback

Conversations with Leaders: L. David Marquet

David shares an early mistake he made as a U.S. Navy submarine captain. “Don’t assume everyone has the same picture…That’s not enough. You’ve got to do it TOGETHER.”

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Conversations with Leaders: Jørn Overgaard Christiansen

One of the characteristics of great leaders is vulnerability. Nordea’s Jørn Overgaard Christiansen shares lessons learned about the importance of empathy in working together.

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Conversations with Leaders: Trine Hardy, CitizenM

Solving stressful challenges together. How CitizenM Copenhagen’s staff uses feedback to learn and move forward TOGETHER.

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Put the Feedback back into “Demo & Feedback”

Rename your “sprint review” or “iteration review” to demo & feedback, to emphasize that the purpose is to get feedback. Without feedback, we’re blindfolded in our attempt to follow the value and build something that will delight our customers. Demos are not Q&A sessions where every comment or doubt is handled like a question, answered and then forgotten. Instead, be curious and try to understand what’s behind the comments and questions. Nudge your customers to touch and feel your product during demo sessions, and make it very clear that you really, really want their feedback. Never challenge or diminish your customers’ thoughts and ideas during feedback sessions. The time for assessing and prioritizing is AFTER the feedback session, not DURING the feedback session.

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How do our brains react to feedback?

Did you know that research shows that giving unsolicited feedback doesn’t work? People go on the defensive and improvements don’t happen. Watch & learn what to do instead.

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Follow the value – know enough to get going

Chunking work into shorter complete cycles by scheduling a pause gives us a chance to reflect on the completed work and decide on the next step. The added benefit of many completes within the scope of a project allows for improvements to take place.

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