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Check-In Question:
- Do you think it's appropriate to cry at work, and when was the last time you cried at work?
Big Ideas:
- Is appropriate the right word to refer to having emotions at work?
- Judgment behind the work appropriate
- Permission to have the full range of emotions, even at work
- How criticism brings up a sense of threat, even if we don't consciously think of it
- The importance of specific feedback, so we know what to do differently or more of
- Negativity bias
- What makes feedback appropriate, useful, or adequate?
- Imposter syndrome
- Knowing what triggers us to get defensive
- How style interacts with purpose/vision, from a tactical perspective
- Clarity up front about your style
- Turning threats into opportunities
- Making our methods/styles into a differentiating factors (USP)
- What are people's expectations before engaging in a learning space?
- Is the feedback touching the core of who I am, or is it more tactical?
- Looking at making abstract ideas more actionable
- "Our judgments are the tragic expressions of our unmet needs" ~Marshall Rosenberg
- Bias coming from expectations
- Respecting and honoring other people's feedback and their stories, rather than explaining away or defending their perspective
- Letting some feedback float away in the distance
- Looking at the needs behind people's feedback
- How are we prioritizing feedback? Is the feedback in line with our values? What feedback are we holding on to, and what are we letting go?
References:
- No Hard Feelings by Liz Fosslien and Mollie West Duffy
- Big Feelings by Liz Fosslien and Mollie West Duffy
- Brené Brown's discussion of creating observable behaviors for abstract ideas in the book Dare to Lead
- Marshall Rosenberg and Non-Violent Communication
- Atlas of the Heart by Brené Brown
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