Brave New Work: Are You Ready to Reinvent Your Organization?

by Aaron Dignan

If they say yes, ask them whether they’d like to use standard questions (start/stop/continue or similar) or write their own. Ask participants which three to five colleagues they’d like to receive feedback from. If you’re using software to automate this process, you may even be able to recommend the people they communicate with most frequently. Send the questions to their suggested colleagues with a time limit for contribution. Make this a ritual that is prioritized and celebrated in the culture. Compile and share the responses with each participant. Let them choose who to share it with, including their manager (if they have one). Invite participants to convene their respondents for an in-person sensemaking session led by them. The question on the table is “Based on the feedback you received, what questions do you have for your colleagues?” This is chance to zero in on things that they want to work on and make real breakthroughs and commitments. Finally, don’t let this feedback rhythm become an excuse to avoid real-time conversations and retrospectives. The end of every interaction, sprint, and project is an opportunity for feedback. Teams at The Ready try to take a moment for feedback after any key event. Leaving a new business meeting, I might ask a colleague, “What did you notice? What happened? What surprised you? And what feedback do you have for me?”