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[Scott Hanton] And I'll be presenting today's.
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[Scott Hanton] And I'll be presenting today's topic.
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[Scott Hanton] Giving and receiving feedback, and I'm really glad you could join us. If you want to learn more about me, I have a bio posted in the handouts. Before we dive in, just a quick note, feel free to send in your questions or comments at any time during the presentation. I'll answer as many as I can during the Q&A session at the end. To ask a question, just type it into the Q&A box on the right side of your screen.
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[Scott Hanton] I'll be keeping an eye on it throughout the session, and if we don't get to your question today, do not worry, I'll do my best to follow up with you afterward.
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[Scott Hanton] This webinar is part of our Management Matters series, brought to you in partnership with Lab Manager Academy, your trusted source for laboratory professionals looking to empower themselves to manage highly productive, safer, quality-compliant laboratory environments. Visit us at labmanageracademy. Com to give yourself a competitive edge and boost the success and performance of your lab.
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[Scott Hanton] While you're here, don't forget to check out the Handouts tab on the right side of your screen. We've included some useful resources, along with an exclusive discount code you can use toward any full certificate program at the Academy. Also, just so you know, today's session is being recorded. You'll get a link to the on-demand version and a follow-up e-mail once it's ready. So keep an eye on your inbox. And if you think there's somebody in your team who might benefit from this webinar, you can always pass them that link and they can view it on demand.
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[Scott Hanton] All right, now we can get started. So today we're going to be talking about giving and receiving feedback.
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[Scott Hanton] Yep, giving and receiving feedback. There we are. Uh, I like to start with acknowledgements in case I go long. I got to make sure I do my thank yous. So I really appreciate that Ken Peach, my boss, our EVP pays me to do fun things like this. So I, I enjoy giving these kinds of webinars and I've learned a lot around feedback from a lot of different sources. Some places where I was employed, the ALMA conference where I just came back from Center for Positive Organizations and you'll see some data from Gallup.
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[Scott Hanton] During this talk.
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[Scott Hanton] So I really like this quote from Bill Gates. We all need people who will give us feedback. That's how we improve.
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[Scott Hanton] We need people who will tell us when we do something wrong, where we could improve, how we can get better at our work or our relationships. They also will help tell us where we have biases or blind spots and we can't find those biases or blind spots on our own. We really need people around us who care enough about us to let us know where they are and what we can do about it.
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[Scott Hanton] Feedback is gonna help us in enormous number of ways, and the feedback you give is gonna help your team in the same enormous number of ways.
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[Scott Hanton] So we really can't expect people to improve their performance or to develop and grow without giving them feedback. Another key piece of feedback is helping them understand where their strengths are and how those strengths connect to the organization that you work in.
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[Scott Hanton] Getting better at giving and receiving feedback will improve your communication skills and will help you build more deeply rooted relationships.
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[Scott Hanton] And a workplace or a team that can share vulnerability and can share feedback drives a more dynamic workplace and creates an environment of success. And all of this is going to increase employee engagement, and it's going to help people feel good about the work they do when we provide praise and recognition.
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[Scott Hanton] There's lots of ways that we can give and get feedback, but I'm going to bucket them into three different buckets. That's gonna make it easier to talk about. The first one is positive feedback, and I'll bet a lot of you weren't thinking about positive feedback when you signed up for this webinar. But giving positive feedback is an important function.
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[Scott Hanton] We all need it. I haven't met anybody yet who doesn't want a little bit of praise and recognition for when they've done something right or done something good.
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[Scott Hanton] So we want to use positive feedback to praise achievement, to give people credit when things are going right, and to remind them when behaviors are attitudes or actions are constructive and are going in the right direction. And that'll help them repeat those actions. Also, one of the simplest forms of positive feedback is to simply say thank you.
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[Scott Hanton] Gratitude changes everything around the lab, and a simple thank you does a lot of important things. It acknowledges that what they did was positive.
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[Scott Hanton] It reminds them that you know that they're a human, right? They're not just a pair of hands or a line in a spreadsheet. And you are acknowledging them in the time and space of when the work got done. And it's a very simple but very powerful thing that you can do.
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[Scott Hanton] Another form of useful feedback is constructive feedback, and this is the kind of feedback you're giving to help somebody grow. This is what you might be talking about in a coaching session. The idea is that you're sharing helpful advice to the enable them to develop their skills and talents, to realize their potential, and to take action against some of the things that are challenging them. And this is a key role from supervisors and managers to help people get better at the work.
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[Scott Hanton] So that they can advance and be successful.
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[Scott Hanton] The third bucket of feedback is corrective feedback, and this is about fixing issues. And it's often not formed in a question, but more like a statement. And a good example of this might be you're walking through the lab and you see something that might become a safety incident.
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[Scott Hanton] Let's say you're, uh, teaching in an academic lab and one of the students is about to pour the base waste from their pH titration experiment into the acid waste bucket, and you know your response is going to be no freeze.
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[Scott Hanton] Right. It's corrective. We're going to fix the issue. We're going to get make sure they understand what might happen if they weren't paying attention to which waste stream they were going to pour the liquid into and get them to put it in the correct waste stream so we avoid any large exothermic reaction caused by that action.
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[Scott Hanton] So we can pool a lot of the different feedback that we might need to give or receive into these three buckets.
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[Scott Hanton] So there's not a poll question here. I just want you to reflect for a moment.
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[Scott Hanton] What feedback do you want or do you need in your role?
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[Scott Hanton] For me, I'm always interested in feedback on how I can do something better.
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[Scott Hanton] And in my role as editorial director here, I'd love your feedback.
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[Scott Hanton] Is there something we can do with our webinars or our content that would make it more valuable to you? Or is there some feedback you could give me as a webinar presenter that would enable me to do this in a way that would be more productive for you?
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[Scott Hanton] I'd love that kind of feedback. So you can always reach out to me and please give me feedback. I I would really enjoy hearing your opinions on these things.
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[Scott Hanton] Unfortunately, a lot of people don't get sufficient feedback.
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[Scott Hanton] If we look at this data from Gallup, we see that nearly half of the people in surveyed are only getting feedback a few times a year, or perhaps almost 20% of them once a year or less.
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[Scott Hanton] Yeah, let that sink in for a moment.
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[Scott Hanton] Here are people working away at their jobs, and they're one. They're probably not getting any positive feedback.
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[Scott Hanton] And then the.
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[Scott Hanton] Constructive or corrective feedback they're getting is only coming probably in formal review periods.
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[Scott Hanton] What a waste.
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[Scott Hanton] Right. There's so much opportunity to help people, to give them the constructive and corrective feedback that they need to help them grow and develop. But we all need praise. We all need that positive feedback when we've done something right or done something well. And so I'm going to ask you to think about for a minute, when was the last time you gave somebody feedback?
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[Scott Hanton] And how long ago was that?
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[Scott Hanton] And can you think of examples where you give feedback, especially positive feedback, that's not in a formal performance management situation?
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[Scott Hanton] At the other end of the spectrum, we've got about 1/4 of the people who are getting feedback a few times a week.
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[Scott Hanton] That sounds right. So there's 25% who are getting the useful, important and positive feedback that they need to stay connected to their work.
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[Scott Hanton] What's if you're not in that group, either receiving it or giving it? What could you change?
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[Scott Hanton] What could be different in your approach to giving and receiving feedback so that it's a richer conversation and it's happening more often?
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[Scott Hanton] For me, I'm somebody who doesn't crave positive feedback. Believe me, I'm not going to turn it down. I enjoy it just like anybody else. But I'm wired as a problem solver, and once I solve a problem, I'm not thinking about that problem anymore. I'm moving on to the next problem.
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[Scott Hanton] And so I'm not thinking about praising the people who just helped me solve that problem or contributed to the solution. And I've had to be very conscientious about stopping and providing that those thank yous, that gratitude, providing some positive praise and recognition. And it's a habit that I've had to work in.
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[Scott Hanton] And what I can tell you is that by working at it, I feel like I do it OK. Am I great at it? No.
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[Scott Hanton] But I do it, OK? And I'll encourage you that if you want to get better at giving feedback to your direct reports or your staff, then make a conscious effort to practice. And the more you practice at it, the better you'll get at it.
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[Scott Hanton] Now, when we get around to giving the feedback, and I'm not going to talk specifically about positive feedback here, I think that's fairly straightforward about how to give it. Here's a graph that I found from Simon's research that talks about the difference between effective and ineffective feedback. On the effective side, it needs to be specific. People need to know what you're talking about, and I'll show a tool in a moment on how to give very specific types of feedback.
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[Scott Hanton] It also must be honest. If you're not going to tell them the truth, then be quiet, right? You're not doing anybody any good if we're not being honest and in candid about the feedback that we're giving.
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[Scott Hanton] And then we want to make sure that it's not personal. There's no name calling in constructive feedback. We're gonna be aimed at some aspect of their work, be it a task or behavior, and we're gonna try to help them. The point of this feedback is to help people. It is a kindness.
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[Scott Hanton] To point out something that didn't go right or could go better in the future, and then give specific instruction about how it could be done better, that is an act of caring and we want to make sure we're tailoring it to the employee. Every bit of feedback is unique and it needs to be crafted in a way that is specific to the individual, the behavior and the impact.
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[Scott Hanton] Unfortunately, we all get ineffective feedback if I've gotten feedback in the past that you should be better at communication.
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[Scott Hanton] OK. And what, what can I do with that? Are they talking about? Do I need to listen better? Do I need to speak more clearly? Do I need to write more effectively? Do I need to change how I do e-mail? What form of all of this communication am I trying to manage? Have you ever gotten trivial feedback? You know, for example, maybe there's a a door wedge into a door in the laboratory to keep it open.
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[Scott Hanton] And someone comes up to you and says you know the door wedge has to be in an inch under the door or it's ineffective and I noticed yours is only 3/4 of an inch in.
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[Scott Hanton] And who cares? So what?
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[Scott Hanton] It's trivial feedback. While they might be right, it doesn't matter and it's not important.
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[Scott Hanton] We also don't want to use a feedback situation for blaming or shaming or being personality focused if you're if words in the feedback involve calling names like lazy or unmotivated or poor attitude.
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[Scott Hanton] That's not part of effective feedback. We want to get after the actions and remember that nobody can read minds, right? We don't know what their motivation is. We don't know why they were doing what they're doing until we ask. And in a feedback situation, we can ask those kinds of questions.
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[Scott Hanton] And then there's just no place for it in retribution.
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[Scott Hanton] I once had a performance review from my first supervisor in industry who was mad at me because I praised him in a meeting to his boss, but unfortunately he had broken the rules in order to do the thing I was praising him about. He got in trouble. I didn't know that.
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[Scott Hanton] I praised him in front of his boss for getting me a piece of equipment that I needed, and the next thing I knew I had a performance review that was very negative and he criticized work that didn't get done while I was away having knee surgery.
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[Scott Hanton] And just pure retribution, right? There was no merit in it at all.
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[Scott Hanton] But he was angry that he got caught breaking the rules and he took it out on me. There's just no way.
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[Scott Hanton] That that can ever be effective in a feedback loop.
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[Scott Hanton] Here is the tool I was talking about the SBI. This comes from the Center for Creative Leadership. If you want to learn more about the tool, go to their website. It's very effective. It's called the SBI tool for obvious reasons, as does the situation. We're going to describe where we were. What like what time it was, what day it was. Hey, remember in the lab on yesterday when we were talking to to Jamie? OK, that's the situation. What was the behavior?
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[Scott Hanton] You interrupted me three times in that conversation.
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[Scott Hanton] And I wasn't able to finish my thought and give you my ideas for how we could fix that experiment.
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[Scott Hanton] That's the behavior interrupted me and shut me down. What's the impact?
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[Scott Hanton] I swallowed the idea. Nobody heard my idea, and if you continue to interrupt me every time I speak, you're not going to get my ideas.
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[Scott Hanton] So it's very specific, right? We have S situation behavior impact, which is really nice about this tool is it requires no response from the other person. As soon as you finish the impact, you're welcome to end the conversation and walk away.
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[Scott Hanton] Or you can continue the conversation if that is useful, but it's your option.
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[Scott Hanton] So I'll encourage you to explore what this tool can do from a feedback perspective. I use it all the time.
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[Scott Hanton] There's a lot of different places we can get feedback. A lot of feedback should be coming from our leadership. Your supervisor, your manager, maybe your safety manager or quality manager. Those are all people who can should will give you feedback around how you're doing your job.
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[Scott Hanton] You can also get feedback from your peers that might be in direct conversation. It might be in the hallway after a meeting. It might be elbow to elbow in the lab as you're working on a problem.
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[Scott Hanton] It also might come from 360 reviews and I've got a slide on that later.
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[Scott Hanton] You can also get feedback outside of your organization. It might come from customers, clients, or stakeholders, depending on who you're doing your work for. It might come from auditors. If you have a quality audit coming up, maybe around a compliance audit for your quality system. They're going to provide you a lot of feedback. And So what you learn in this webinar can help you manage and use that feedback from whatever source it comes from.
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[Scott Hanton] We also have lots of opportunities to give feedback.
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[Scott Hanton] A lot of the most powerful ones come in informal situations. I really like doing management by walking around or MBWA as a lab manager. It gives me the opportunity to have casual conversations, to walk through the lab, make my own observations, and help people with my technical knowledge.
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[Scott Hanton] And so we can give feedback, especially positive feedback in the moment when we're talking to somebody.
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[Scott Hanton] And it can be really powerful because it's fresh, right? And everybody is still aware of what that situation was. And we can tackle easy things and we can tackle hard things right in the moment.
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[Scott Hanton] Another place to give feedback is informal performance management settings. That might be the biweekly one-on-one meeting or the more formal performance management things like interim reviews, performance reviews and 360 reviews. We should look for every opportunity to give feedback because the goal is to help people. That's why we're doing it.
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[Scott Hanton] So next ponder question for you.
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[Scott Hanton] Do you feel comfortable giving feedback?
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[Scott Hanton] So think about.
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[Scott Hanton] How often you give feedback? What kind of feedback you give?
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[Scott Hanton] And what are the barriers?
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[Scott Hanton] If you feel like you're not giving feedback very often, why?
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[Scott Hanton] What about giving feedback might be making you uncomfortable?
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[Scott Hanton] And so let's explore some of those things.
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[Scott Hanton] Also.
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[Scott Hanton] I heard a talk at the ELMA meeting this week. Larry Sullivan from the Georgia Bureau of Investigation gave a great talk on emotional intelligence, and one of the things he talked about was the importance of giving positive feedback. And the research may vary a little bit, but we're supposed to be giving positive feedback somewhere between 5 and 17 times as often as we give constructive or corrective feedback.
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[Scott Hanton] And so for me at least, that means I have some work to do. I need to be finding more and better ways to give positive feedback.
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[Scott Hanton] So here's some tips on giving feedback. Like anything else we do, a little bit of homework goes a long way, so we need to prepare. If we're going to give effective feedback, we need to make sure we have specific examples. We can't fall into the trap of being generic or trivial.
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[Scott Hanton] And we need to make sure we need to look into our heart.
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[Scott Hanton] Are we giving feedback that focuses on helping the other person?
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[Scott Hanton] If we aren't intending to be kind and to help that individual, then we should stop. Shouldn't do it.
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[Scott Hanton] We need to be specific, so we got to focus on the behavior, the statements, the words, the actions.
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[Scott Hanton] And we have to give advice on how to make things better, so we need the actionable suggestions.
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[Scott Hanton] And then?
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[Scott Hanton] Feedback can be hard. Even feedback given with kindness can still be hurtful. It can still penetrate.
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[Scott Hanton] You know, think of the last time you got a really clear piece of feedback, right, that that hit you right here.
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[Scott Hanton] It doesn't feel good, but if it's given in an empathetic way and the person is being respectful, then it puts us into a position where we can listen to that feedback and learn from it and take action.
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[Scott Hanton] And then be consistent. Just get into the habit of giving prompt, regular feedback. Be timely with the feedback you get.
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[Scott Hanton] There's a lot of challenges to give feedback. The key thing is do it now.
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[Scott Hanton] Build up the skill set so that you can have confidence that you can give prompt, timely feedback. It doesn't need to be a long conversation. A lot of feedback conversations can occur in 60 seconds, so long as there's a wee bit of privacy and, you know, an unattended section of hallway, behind the door in the lab, the corner of an office after a meeting, in the conference room. It doesn't need to take very long.
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[Scott Hanton] And Oh my goodness, it doesn't need to be perfect.
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[Scott Hanton] What's really important is that you're being specific and that you have kindness in the reason why you're giving the feedback and that you are actually trying to help them.
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[Scott Hanton] Some feedback can be pretty emotional, both to give and to receive. So another challenge in giving feedback is making sure that we are regulating our emotions. And if the situation made you angry or sad or jealous, whatever, you're going to need to take a minute or five and get those emotions under control. We have to be calm when we're the one giving the feedback.
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[Scott Hanton] And it's going to be uncomfortable. It just is. And so, but that's not an excuse it it'll be OK so long as we are behaving with kindness and with empathy.
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[Scott Hanton] And then we want to try to balance our courtesy with the constructive criticism. This isn't just about being nice. It's not all positive feedback. There are times where we have to tell somebody something that I do not want to hear.
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[Scott Hanton] But we believe that they will benefit from hearing it and we can give it in a way that's going to allow them to grow and improve.
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[Scott Hanton] So there's a number of these other ones, but let me touch on a couple of them. One is toxic positivity. I fundamentally believe in positive leadership and positive organizations, but positive leadership isn't about it all being rainbows and unicorns.
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[Scott Hanton] Positive leadership is about doing the right thing, and it's about being empathetic and being kind. And sometimes the really kind thing to do is to tell somebody that they've screwed up, that they can't do it that way, that they're being ineffective or they're just outright wrong.
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[Scott Hanton] That's still this the action of a positive leader.
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[Scott Hanton] Another one is fear of conflict.
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[Scott Hanton] And so we as leaders, as lab managers, we have to develop our our conflict resolution and management skills. And if you need some help in that area, we've got other webinars, other articles and courses in our Academy that can help you.
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[Scott Hanton] I really like this idea from Dave Kellogg. He has the three golden rules of feedback.
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[Scott Hanton] It's got to be honest.
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[Scott Hanton] If we're not willing to tell the truth, we probably don't belong in leadership anyway.
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[Scott Hanton] It must be kind.
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[Scott Hanton] We are giving feedback to help people.
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[Scott Hanton] And it must be timely. You can't save it up for the performance review. You can't tell them back nine months ago when you interacted with these individuals, that didn't go well because they probably interacted either with them again or with other people where that feedback would have been beneficial. So we need to be brave, we need to be courageous, and we have to give timely feedback. If you take nothing else from this webinar today, take the three golden rules of feedback.
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[Scott Hanton] Has to be honest, has to be kind, has to be timeless. If you can do those things consistently, you can be really good at giving and receiving feedback.
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[Scott Hanton] When we give feedback, we're going to tell things to people that they don't want to hear, right? We're gonna be illuminating their blind spots or telling them about weaknesses or blowing up their assumptions. And so there's gonna be an emotional reaction to that. So we have to manage our reactions. We need emotional regulation. Your feelings aren't wrong. Your feelings are yours, but you need to recognize them. Maybe you need to process them. You need to put yourself.
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[Scott Hanton] The place where now you can.
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[Scott Hanton] Handle the emotions you're going to receive from the next person.
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[Scott Hanton] Then we need to consider that other person's perspective. Where are they with respect to this feedback? And can we empathize for the news that we're about to deliver to them? And can we give them the grace to allow them to be upset, to vent to, to have emotions to? Can we validate their feelings? Can we just give them the space and time and respect as they gather themselves?
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[Scott Hanton] To respond to the feedback.
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[Scott Hanton] And then can we give them a little time to think? So let's get him past the reaction, get him to a response to this feedback, give him a little bit of time and space to process the information and be willing to answer clarifying questions to help them understand just what you've told me.
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[Scott Hanton] And this is also true for peer feedback.
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[Scott Hanton] So we need within teams, we need teams to be able to have shared mutual vulnerability, which means that anybody can call the crap of somebody else.
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[Scott Hanton] I We need to work together to solve the problems, to do the science to.
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[Scott Hanton] Complete the workflow or manage the innovation, or do the technical creativity or solve the problem, whatever it is we're doing.
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[Scott Hanton] And as we can give and receive feedback within the team, we're going to help the team grow and perform better. We're also going to help people's strengths get recognized and we're going to apply those strengths more in in service of the team. We can also use other people's strengths to hide our and others weaknesses.
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[Scott Hanton] I think the root of poor performance is asking people to work in their weaknesses, so let's work in our strengths.
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[Scott Hanton] Having teams that can give and receive feedback are going to improve communication, develop relationships and improve the ways that teams going to perform.
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[Scott Hanton] Told you we had a slide on 360 reviews. Here it is. So 360 is about 300 three 160° in a circle and the idea is to get feedback from every direction. So the idea is maybe your direct report.
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[Scott Hanton] Is in the middle of that circle.
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[Scott Hanton] And so who can you get feedback from in order to have a full picture of their performance? And so maybe it's your boss, maybe it's their direct reports, maybe it's other of your direct reports who are their peers. Maybe it's people who are in other teams but work with them.
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[Scott Hanton] Maybe it's the people they serve and it can be some ideas from them themselves, some self reflection.
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[Scott Hanton] 360° feedback is super valuable.
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[Scott Hanton] Can be really powerful.
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[Scott Hanton] But it has to be managed appropriately. First of all, it needs to be anonymous. And so if there's only one or two people in one of these groups and you can't anonymize the information, then this may have limited value.
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[Scott Hanton] And if you tell the team that's going to provide 360 review information that it will be an anonymous, then it must be anonymous. And that means that you're going to have to learn from it and then restate it in your word. You can't just share it in their words because then they'll be able to identify who gave the feedback.
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[Scott Hanton] Remember that the aim is to help the person.
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[Scott Hanton] And then here are four 360 questions that I use when I'm doing performance reviews on my direct reports.
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[Scott Hanton] What do they do well?
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[Scott Hanton] Where could they improve? What should they do more of? What should they do less of?
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[Scott Hanton] I find these four questions to be effective in giving me the information that I need.
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[Scott Hanton] And not so invasive that I can't manage the information and preserve anonymity.
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[Scott Hanton] We also have the opportunities to give feedback up.
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[Scott Hanton] And so that's giving feedback to your boss or your manager. And here's some tips about how to do that better. One is be careful in picking the time, right? These people are busy and you want them to be receptive to the information. So you need may need to work with them to find the right spot in their calendar, right in the middle of budget season or in the midst of a crisis with your biggest stakeholder are probably not the right times to give feedback up.
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[Scott Hanton] The next one is about being respectful and honest. I don't think that's just about giving feedback up. That's giving feedback to anybody.
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[Scott Hanton] And then be specific. Of course, it's feedback. So we're going to be specific.
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[Scott Hanton] The next piece here is to involve them.
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[Scott Hanton] You know, be willing to give them the feedback, but then ask for their opinion and their guidance. They may know something you don't know.
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[Scott Hanton] And so that may change how that feedback.
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[Scott Hanton] Looks or feels and so be willing to ask for their opinion and their guidance and then include some positives and constructive feedback. Oh yeah, we're going to do that anyway, right, Because we give positive feedback and constructive feedback to anybody who give feedback to.
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[Scott Hanton] Focus on the solutions.
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[Scott Hanton] When I was early in my career, I was told don't bring problems to your boss's office, bring solutions. That's overly simplistic. There are times when I don't have the the knowledge of the experience to figure out the solution, but I sure as heck can identify the problem.
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[Scott Hanton] But if you do have ideas of what the solutions are, then bring them and engage in the conversation. And this will all work best if you're focusing on what success looks like.
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[Scott Hanton] So focus on what you are doing, or what the team is doing, what your organization is doing, and connect the feedback to the objectives.
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[Scott Hanton] And if you can give feedback, that sort of sounds like I think we need to change this workflow because we're doing it this way and we're not gonna hit this objective that you've set for your bosses set. And I've got an idea. I think we can manage the workflow by changing out these two steps and putting this new thing in.
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[Scott Hanton] That would be an example of how we could give feedback up because we're going to connect it to something that we know they care about, which are the objectives for the team or the organization.
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[Scott Hanton] I would continue here by saying that we're all human.
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[Scott Hanton] And all humans benefit from feedback. And just because somebody has a title that's above you in an organization doesn't make them any less human than you. And all of what we've talked about, about giving effective, constructive feedback applies to somebody up the chain.
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[Scott Hanton] And I don't think we need to treat them with kid gloves or treat them extra carefully. They're still just humans and we need to be respectful and honest and specific and give positives and help them and focus on the solutions that those are all true if we're giving feedback in any direction.
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[Scott Hanton] So I'm going to encourage you to help your boss or help your manager and give them the feedback that they need to be successful.
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[Scott Hanton] You see things they can't see.
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[Scott Hanton] And if you can help them see it, then everybody can benefit.
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[Scott Hanton] There's also a lot of ways to receive feedback.
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[Scott Hanton] And this could come from work performance. It could, you know, you're still helping people improve and recognizing achievements. And it's the same places as when you're going to give feedback is the places you can get feedback.
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[Scott Hanton] So be open to getting that feedback no matter where it comes from.
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[Scott Hanton] So.
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[Scott Hanton] Next ponder question.
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[Scott Hanton] How comfortable are you at receiving feedback?
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[Scott Hanton] I think my comfort with receiving feedback is exactly proportional to how constructive it is.
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[Scott Hanton] If people are simply criticizing me doesn't make me feel very comfortable.
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[Scott Hanton] But if somebody out there is willing to point out something that I did poorly or I can improve that and they are demonstrating enough caring to give me advice on how to do it better, I like that.
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[Scott Hanton] I appreciate the Karen and their willingness to give me the feedback.
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[Scott Hanton] SuperValu.
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[Scott Hanton] So sometimes receiving feedback is it's not the same, but I'm going to use an analogy to a grief process. We all know about the stages of grief, and the first one is denial, right?
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[Scott Hanton] Well, the first stage in receiving feedback is denial as well. I learned about this from a post that Aunt Murphy put out there on his website and I really liked it.
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[Scott Hanton] So what does denial look like? No, you're wrong. That's not a problem.
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[Scott Hanton] That that is the way to do it.
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[Scott Hanton] Or maybe we then move on to defend. Well, if you only knew better, if you only knew what I know, you'd know that this was the right thing to do.
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[Scott Hanton] And we're still not accepting that feedback. Or maybe we have to explain it. Yes, I know that I did it that way. And I had to interrupt that person because they were wrong and I had a better idea and time was short and.
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[Scott Hanton] No, we're still not accepting the feedback.
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[Scott Hanton] When we get to understand now we're getting into the brain space where we can accept the feedback.
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[Scott Hanton] And if I can get myself to say, I can see what you're talking about.
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[Scott Hanton] I haven't accepted that feedback yet, but I am getting myself into a place where I can accept it.
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[Scott Hanton] And then the goal is.
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[Scott Hanton] Thank you.
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[Scott Hanton] Here's what I'm going to do about this.
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[Scott Hanton] And the more we can remain at the top of that staircase and be open to the feedback that people who care about us are willing to give us.
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[Scott Hanton] The more we can use multiple perspectives in order to grow and improve.
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[Scott Hanton] That that's the key.
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[Scott Hanton] So we know that people have emotional reactions to feedback, and we do too, right? As much as you might think that you've got all your emotions locked down and you're ready to handle whatever somebody's got to throw at you, you're still a human. You still have emotions, and your feelings aren't wrong. Your feelings are your feelings.
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[Scott Hanton] And so it's going to be important for us to work on our emotional regulation. We have to acknowledge those feelings. We have to feel them.
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[Scott Hanton] Make sure that you give yourself the time and space to feel them, but then can you find a place where you can either process those emotions or set them aside for a moment to process them later so that you can?
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[Scott Hanton] Recover your ability to think analytically and really think about the feedback that's coming to you.
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[Scott Hanton] Another piece of the puzzle here is that if we really want to get more feedback, then we need to respond professionally to the feedback that we get. I think that starts with the phrase thank you.
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[Scott Hanton] I think that's always a good thing to say, even if it makes you angry still, thank you is still appropriate. But can we really listen and can we avoid judgment for as long as possible so that we can stop being defensive and really try to process the information? And if it's difficult to process, we might just need to ask for more some time.
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[Scott Hanton] So that we can think about it more.
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[Scott Hanton] And then let's consider where the giver of the feedback is coming from.
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[Scott Hanton] Let's try to understand their intention. Are they actually trying to help us, or is it like my old supervisor who's just trying to show me up in public?
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[Scott Hanton] And then again, show some, show some gratitude.
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[Scott Hanton] So here's some tips for giving feedback gracefully. I'm going to start in the lower left and work my way back around to the lower right. So if we can manage our emotions, that's good. Umm, everybody's in a different place with managing their emotions. Maybe you need to take a moment, look away, capture you know and feel what you need to feel, and then see if you can get back to the conversation.
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[Scott Hanton] Can we clarify what's been given to us? You need to understand the feedback in order to act on it.
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[Scott Hanton] So let's make sure that if we're confused or unsure, we ask some questions.
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[Scott Hanton] Have we really listened? Practice active listen. Can we paraphrase the information back to us? Have we enabled the person to speak all the way to the end without interrupting you?
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[Scott Hanton] Can we solicit feedback? Can we ask for help?
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[Scott Hanton] Can we take a moment to think? Can we respond instead of react to the feedback?
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[Scott Hanton] And can we engage in a feedback loop where we're showing mutual vulnerability with our teammates? And can we give and get feedback back and forth with the idea that we're going to improve things? And oh, by the way, I think it's always appropriate to say thank you if you think that feedback is intended with kindness.
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[Scott Hanton] Here's nine more ways to receive feedback better. I'm going to go through these quickly again, from lower left to lower right. Take a deep breath. Give yourself a moment, right? Be kind to yourself. This is new information. Give yourself a minute to think about it.
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[Scott Hanton] Clarify like we just talked about.
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[Scott Hanton] Make sure that you don't overly personalize the feedback. This isn't about your personality, your skills, your talents. It's not a critique on your ability to hold a job. This is an opportunity to improve at something.
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[Scott Hanton] But be open minded.
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[Scott Hanton] You know, the the feedback might just they might be right. Let's figure out if it's true. You can we separate our feelings about the person from the message they're delivering. Maybe they're a difficult human. Maybe you compete with them around the workplace. Maybe you disagree on important ways to solve the lab's problems. Doesn't mean their feedback strong.
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[Scott Hanton] And so can we separate the message from the messenger?
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[Scott Hanton] Good feedback is not a judgment on your personality. There are no personality types that are wrong, they're just different.
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[Scott Hanton] And so we have to separate.
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[Scott Hanton] You personality from action.
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[Scott Hanton] And we gotta listen.
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[Scott Hanton] We're we're not listening to reply, we're listening to understand.
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[Scott Hanton] And then if you want more feedback, then thank people for it, that if you're gracious and receiving the feedback, they'll do it again. Remember, we ought to before about the idea that it takes some bravery and some courage to give good feedback and then focus, Think about what you've been taught. Can you use it?
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[Scott Hanton] It's important to be open minded, so listen to, learn. And does the feedback you're getting align with anything that you're observing?
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[Scott Hanton] And if you can figure out how are they trying to help and how I can benefit, then you can really use that feedback for its greatest benefit.
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[Scott Hanton] If you want to generate in your laboratory an environment with more friendly feedback culture, here's some tips. I know it's a big long list. We're going to dig into a few of them in the next few slides.
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[Scott Hanton] My advice to you is to find one of these things that you can take back to your lab tomorrow.
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[Scott Hanton] And start doing it. And if it works, pick another one, and if it works, pick another one. And as you work your way down this whole list, you will feel greater sharing, more feedback and more growth.
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[Scott Hanton] So let's look at trust for a minute. I like this graph. It makes sense to me if we think about the amount of trust required to give different kinds of feedback, if we're talking about just creative work, right? That doesn't require a lot of trust, right? It's like, hey, did you think about this? What if we try that? It's all in the idea around doing experiments, and experiments are just those, they're just attempts, right? We all know in the lab that most experiments fail.
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[Scott Hanton] And it's what can we learn from them. So feedback about experiments.
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[Scott Hanton] Pretty straightforward, especially a bunch of among a bunch of scientists.
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[Scott Hanton] Now if somebody is expressing their core ideas.
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[Scott Hanton] That takes a little more trust.
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[Scott Hanton] To get to take and give feedback around ideas.
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[Scott Hanton] Takes a bit more trust yet about actions. That's using that SBI tool you interrupted, right? That's an action requires more trust. If I'm going to talk about your character, that requires a ton of trust. And maybe character isn't what we're talking about in the lab. Maybe it's actions, behaviors, words. And so that's the amount of trust we need to aim for to have these conversations be more effective.
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[Scott Hanton] Another thing you can talk about within your team is developing team norms.
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[Scott Hanton] I like the quote in the graphic. High-performing teams set their own norms. They define how they are going to interact.
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[Scott Hanton] And so you can set team norms in any way that makes sense to you. But here's a list and the slides will be, you know, on demand with the talk. Don't feel like you have to quickly scribble them all down. Although 1 tip. I take screenshots of webinars and I see something particularly clever to help me save it and use it in the future.
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[Scott Hanton] And so maybe you're going to pick a few of these things.
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[Scott Hanton] But I think the real question is, do you know if your teams have norms?
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[Scott Hanton] I'm gonna SU suggest that if you're unsure, that means they don't.
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[Scott Hanton] And that means every individual within the team is sort of operating based on their own value set and their own perception of culture.
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[Scott Hanton] And if you want to really improve the way these teams communicate and build deeper relationships, then one thing you can do is to build a set of team norms and enable them to build it right? High performing teams set their own norms. So it's not up to you to dictate norms, it's up to you to ensure that norms exist.
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[Scott Hanton] Another thing you can do is establish emotional safety.
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[Scott Hanton] Here's a list of actions that comes from Daniel Coyle in his book The Culture Club Culture Code.
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[Scott Hanton] He has three different chapters in this book. One of them is on emotional safety. He thinks it's one of the core tenets of highly successful groups. And he tells us that we can, if we do these 13 things, we'll demonstrate emotional safety again, Pick one. My favorite one, and the one that works the best with feedback is the third one. Down says embrace the messenger.
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[Scott Hanton] Coil suggests that not only should we not shoot the messenger.
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[Scott Hanton] We should embrace the messenger when they come and tell us something that ruins our day, right? That they come and give us feedback.
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[Scott Hanton] And if that feedback is constructive and they are really trying to help us, then we should say thank you and embrace them for bringing us that awful news because they were brave enough to tell us the truth.
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[Scott Hanton] And if we can encourage people that we want to hear the truth.
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[Scott Hanton] Doesn't matter. Bring me the truth then we're establishing a higher state of emotional safety.
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[Scott Hanton] We also need to figure out how to deliver psychological safety. Amy Edmondson is the world expert at psychological safety. All of these questions comes from her book, The Fearless Organization. I love her quote. Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.
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[Scott Hanton] If you want to hear what people think, then establish psychological safety.
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[Scott Hanton] You will also need open dialogue. We need the openness to say what we need to say that welcome different perspectives, to demonstrate inclusion around different experiences and different approaches. And the object is to learn.
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[Scott Hanton] We want to get to the best idea, and it doesn't matter where that idea came from.
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[Scott Hanton] But we need to create the time, space and environment where everyone can participate and we can.
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[Scott Hanton] And have those questions and we can learn from everybody on the team.
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[Scott Hanton] For all of this, for any of this to work, we're going to have to maintain respect within our teams.
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[Scott Hanton] And so and elements of culture, of respect are all of these things.
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[Scott Hanton] And you need them. If you don't have respect in your team, your team won't function.
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[Scott Hanton] You're gonna lose staff. You're gonna promote bullying. You're gonna destroy feedback, trust, and the relationships that are necessary in order for your team to be successful.
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[Scott Hanton] So have a scan down this list.
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[Scott Hanton] Are there any of these things that worry you that maybe they're not in your team, maybe they're not in your culture?
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[Scott Hanton] That that's the one to tackle.
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[Scott Hanton] My expectation is I travel around, talk to lab managers and talk to teams and visit labs. There's a lot of these things out there.
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[Scott Hanton] Most of you are doing a great job with this.
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[Scott Hanton] But we can always get better, right? We can always pick one thing to do better. And I'll ask you to look down the list and pick one thing that maybe you're going to focus on in your next all hands meeting or your next team meeting. And just remind people that respect is vital. And we're going to do whichever one of these things you pick in order to demonstrate our respect for one another.
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[Scott Hanton] You know, it's OK, you can ask for feedback. That's all right.
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[Scott Hanton] So if you, you, not you, you're in that, you know, 19% that only gets feedback once a year. Maybe it's time to go to your manager and ask for speed for feedback. You know, be clear about what you're doing and why you're doing it. Be specific about the kind of feedback you're looking for. Talk about the timing and what you need to know. And maybe ask them their opinions. Maybe ask them open-ended questions about how they feel about feedback.
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[Scott Hanton] If there's any barriers, if you're presenting any barriers to giving feedback.
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[Scott Hanton] And have a conversation.
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[Scott Hanton] And hopefully if you're asking for feedback, then you're gonna get some more feedback.
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[Scott Hanton] So here's some things we talked about today. Feedback needs to be regular and prompt.
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[Scott Hanton] Timely feedback is critical.
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[Scott Hanton] You have tons of opportunities to give and receive feedback. Many of them are informal, but there are formal things in our calendars that are the responsibility of those of you who are supervisors and managers.
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[Scott Hanton] Let's remember that effective feedback is a gift. It demonstrates caring. Any idiot can criticize you, but it takes somebody who cares about you to give you constructive advice on how to make it better next time.
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[Scott Hanton] Remember that I'm the one who controls how I receive feedback.
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[Scott Hanton] And if you want more feedback, then control your response to how you get the feedback and show some gratitude and some appreciation.
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[Scott Hanton] And if you can develop the aspects of a positive organizational culture, you will get and give, and the people in your teams will have more feedback.
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[Scott Hanton] So if you like this webinar, I'd encourage you to come visit our website. We have lots of articles about all kinds of stuff. Even there's an article recently published on.
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[Scott Hanton] Ask first feedback so we can get you can read about this topic. You can also check out our credit, our Academy, we've got about 60 different courses in there. We are IACET accredited. It's all online. We have lab management certificate. You can learn more about lab management stuff. We have a new advanced lab management certificate and this feedback course is in there.
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[Scott Hanton] We have a safety certificate, we have a quality certificate and if you like.
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[Scott Hanton] If you have questions, I'd really appreciate your questions. I want to thank you for your time and your attention today. I really appreciate that you took some time out of your busy life and I know exactly what lab manager's life looks like.
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[Scott Hanton] So let's get to the questions.
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[Scott Hanton] As a reminder, you can, if you haven't filled in a question yet, you can fill out a question now. So you're not too late. It's not a problem. You can still submit your question, type them into the Q&A box on the right side of your screen. But we've already got some questions in, so let me jump to questions now.
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[Scott Hanton] So the first question.
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[Scott Hanton] How do you suggest one handle feedback the recipient doesn't agree with?
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[Scott Hanton] It's a good question, thank you for posing it. Uh.
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[Scott Hanton] This happens relatively often, so don't feel like you're doing something wrong just because the person doesn't agree with it.
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[Scott Hanton] I think the denial, right, remember the staircase of the feedback, the denial or defend is a natural response. And I think we have to work with them to help them move up the the staircase. And how I do that is through two things. One is I'm going to be super specific and I'm going to bring examples of situations and I'm going to bring data, right? I'm going to lay out my case.
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[Scott Hanton] And it's going to be a data-driven case that I'm letting them.
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[Scott Hanton] That's one thing I'm going to do.
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[Scott Hanton] The next thing I'm going to do is I'm going to engage them in in questions. And so I'm going to ask them questions about whatever it is I'm giving feedback. Let's take for example, some behavior that they have interacting with their colleagues in the lab. And I'm going to ask some questions about why they behave the way they do. And I'm going to try to get them to work their way up that staircase. So be specific, bring data, ask questions, I think is the way to deal with the situation, but also give them time they're not going to jump from.
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[Scott Hanton] Deny to accept.
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[Scott Hanton] Give them time to work their way up the staircase and let's see if that helps you out.
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[Scott Hanton] On as you go on to do these things.
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[Scott Hanton] Alright, next question.
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[Scott Hanton] Umm, how do you handle people who feel discouraged after they get feedback? Excellent question. Thank you, Christina. I appreciate it. Uh, I think we oftentimes when we're working with our staff, we want to do 2 things simultaneously. We want to build up their self-confidence, their self-esteem, right? How they feel about themselves at the same time as we drill into whatever the problems are and we can do both of those things simultaneously. So I want to remind.
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[Scott Hanton] Of why I value them, about how good they are at things, about how important they are. The work they do I want to build up.
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[Scott Hanton] My confidence in their ability to be successful.
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[Scott Hanton] At the same time as I'm presenting this constructive feedback and you could be even better at what you do if we can get our hands around this. And this is how I think you can do it better.
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[Scott Hanton] So it's not sandwich feedback, right? We're not doing praise, blame, praise. We are doing, I like you, you're valuable, you're good at what you do. I want to take all those elements of imposter syndrome and I want to flick them out of the way, right? I want to remind them how successful they are and how successful they can be. But right now we need to tackle this issue.
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[Scott Hanton] And do that all at once.
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[Scott Hanton] All right. Next question.
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[Scott Hanton] Any advice on approaching peer based feedback, especially for very small teams of three and four people? Shruti, good question. Small teams is hard to in enforce the anonymity so I've got 2 ideas for you.
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[Scott Hanton] One is you take the small team feedback to three or four people and you get the feedback and then you rewrite it. Or again, I was at the Alma conference this week and one of the people in the audience gave a suggestion to the speaker. And what he said was, I take the feedback that comes from my team and I just put it into ChatGPT and ask it to rewrite it. And it comes back with that sort of bland, flavorless AI tone. And then nobody can figure out who said that.
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[Scott Hanton] So I'm gonna ask you to combine that feedback and rewrite it in a way that they can't figure out where it came from.
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[Scott Hanton] That's a suggestion. Number one suggestion #2 would be.
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[Scott Hanton] Take advantage of the feedback that they're giving you so that you can be in the right time and place to observe it yourself.
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[Scott Hanton] And once you have the obser your own data, you have your own observation. Now you don't need to rely on their feedback anymore. You have your own direct observation and you can address the issue directly from what you see.
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[Scott Hanton] And so that's another way to attack that problem. And I hope I answered your question. All right, let me jump into the next question.
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[Scott Hanton] Uh, some of my staff are really emotional when getting feedback. Yep.
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[Scott Hanton] What can I do to help them receive it more positively? That's a lot like the the last question that I answered. You know, the one about people who get discouraged. It's kind of the same. So if somebody's being really emotional, first of all, we want to lift them up, right? We want to remind them that we value them, that they're important to the lab operation. We have confidence that they can be successful. But we might also just need to give them a minute, right? They need to compose themselves. When I was a lab manager, I kept a box of tissues on my office.
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[Scott Hanton] They weren't for me.
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[Scott Hanton] Right. But it was an easy way for me to show caring, to simply push that box of tissues over to them and then slide back. I would literally physically slide back from the table.
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[Scott Hanton] Right, I'm trying. We're still in the same space, there's no door between us, but I'm giving them.
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[Scott Hanton] Literally giving them some space and I'm telling them, take a minute, take a minute, compose yourself. I want to, I want to have this conversation as a constructive conversation.
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[Scott Hanton] And so I think the first thing is to not penalize them for their emotions. Their emotions aren't wrong. Their emotions are theirs. They get to have their emotions, but I want to help them get to a place where they can respond instead of react.
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[Scott Hanton] I need them to think, I need them to use the analytical part of their brain to think about the feedback that we're talking about. And they cannot do that as physically impossible for them to do that if they are still in the emotional side.
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[Scott Hanton] So I think those are the keys. Give them time, give them space.
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[Scott Hanton] Validate their feelings, maybe even tell them a story of sometime when you were getting feedback and you had an emotional response, right? It makes you more human. It makes you more relatable.
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[Scott Hanton] And it you're gonna give them the time that they need in order to respond.
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[Scott Hanton] All right, here's another question that came in.
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[Scott Hanton] I've never considered giving feedback up when would be an example of a time it might be needed.
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[Scott Hanton] Well, I think a lot depends on the relationship you have with your supervisor.
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[Scott Hanton] You know, I had my I told the story already about my first supervisor in industry and he, he thought he was perfect, right? He thought he was God's gift to the laboratory.
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[Scott Hanton] And so he was completely closed off to receiving feedback from me.
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[Scott Hanton] And so I just didn't give it to him, right? I I withheld that help that he could have received from me because he was obnoxious and mean and vengeful in our relationship.
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[Scott Hanton] But if you have a relationship with the supervisor that's more positive, more trusting, then I think the time to give the feedback is when you really believe you have something, some nugget of information.
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[Scott Hanton] Or some experience that would help them?
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[Scott Hanton] And if you approach them and say, I've got an idea that I think will help.
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[Scott Hanton] Then please.
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[Scott Hanton] Please go talk to them and give them the idea that you think will help.
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[Scott Hanton] The more.
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[Scott Hanton] The more towards their actions I remember that trust spectrum.
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[Scott Hanton] If we're just talking about ideas like I just described as pretty easy, if we're talking about, you know, it'd be great if you didn't interrupt me or it'd be great if you didn't, you know, whatever, didn't tell jokes in the lab that were inappropriate. Those are harder bits of feedback, requires more trust.
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[Scott Hanton] In in those cases, it might be that you don't go alone, right? That you take a buddy into support you.
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[Scott Hanton] Back in my time in the lab again, this awful supervisor that I had, I had the benefit of having a really good colleague. Her name was Paula, and Paula had the bravery to go above Gene to go to his boss with feedback. And I'm really proud of her for having done that. She saved all of us from from Jean as a supervisor.
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[Scott Hanton] But one of the things she asked me to do is she said the boss's boss's name was Jim.
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[Scott Hanton] She said. I'm not sure he believed me.
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[Scott Hanton] And what I need you to do is to go make an appointment and go tell your story. And because Paula had the bravery to go go 1st and I was so thankful that she had done that, the least I could do is go second.
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[Scott Hanton] And maybe it would have been even more powerful if we'd gone together. And so that's another way that that situation can be built.
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[Scott Hanton] All right, here's another one question came in from Karina. Is it better to give feedback with the group to supervisor on few individuals or alone with individuals and supervisor in an e-mail? I think that's basically just what we were talking about. I think it depends a little bit on whether it's feedback up or feedback down. I like giving feedback face to face. I feel like e-mail does not allow for the richness of the conversation and so whether it's face to face like.
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[Scott Hanton] Across the screen. That's still better than an e-mail. Tone and style can get misconstrued in an e-mail, and there's no easy way to ask a clarifying question. Also, it's hard for me to lift the other person up if they're reading it and then you.
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[Scott Hanton] So I think do it face to face one way or another. I think the matters whether the feedback is.
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[Scott Hanton] If it's going up, buddy system works right. Bring friends. I think Paula and I would have been more effective going together than each of us separately, although Paula's bravery of going first was super important to me.
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[Scott Hanton] Uh, but if you're gonna go give super feedback to the supervisor, yeah, I think going together and but you guys gotta gotta be on the same page, right? You gotta be together. And if it's from the supervisor to the individuals, it depends on whether the feedback is aimed at them as individuals or if it's to them as a team. If it's the feedback is, hey, you guys as a team, then give it to him as a team. If it's to individuals and give it to him as individuals.
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[Scott Hanton] Uh, we're about out of time. I want to, uh.
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[Scott Hanton] Oh, Karina has a a.
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[Scott Hanton] Positive feedback. Positive feedback in public. Please give the positive feedback in front of everybody. There are few individuals who don't want to be recognized in public. They're rare, but they're not. They're not zero. Make sure you know who's in your team. Don't turn a positive into a negative. But in general.
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[Scott Hanton] Praise in public.
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[Scott Hanton] So please do that.
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[Scott Hanton] All right. We're out of time here. So I really appreciate your time and your feedback. The questions were awesome. Thank you for those. But that's going to wrap up today's webinar.
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[Scott Hanton] I wanna thank you all for your time and and your attention today. I really appreciate it. The recording will be available on demand soon. We'll send that link out to you via e-mail when it's ready. On behalf of all of us at Lab Manager, thank you much so much for spending time with me today. I greatly appreciate it. If you'd like to explore more of our upcoming or on demand webinars, check out the latest tools and technologies for the lab, or just just head over to labmanager.com and you'll find everything you're looking for. I'd love your feedback. You've got feedback from me, please.
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[Scott Hanton] Provide it and I hope to see you on one of these webinars again soon. Thanks, have a great day.
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