 similar. Here there is also the possibility to build on what have already brought up.

Improvement areas are bigger themes where the person could improve to have an even greater impact (note that these are not actions that the person could take – that comes in the next step). The setup here is the same as for appreciations, write post-its, the recipient goes first and then the rest. Ideally the growth areas that you brought to the session should now be on the board.

The time has now come to be concrete. For another 4 minutes the participants write up suggestions for actions connected to the improvement areas. Say for instance that you have an improvement area that is public speaking then suggested actions might be: “Do lunch and learns for the team”, “Take this public speaking class that I’ve heard is really good” or “Watch this TED talk that really helped me improve”.

The session is now over. Time to thank the feedback givers for their contributions.

Following up from this session the person receiving the feedback creates a document where all the input is gathered and grouped into categories. You then book a time with your manager where you look at the feedback and decide what you want to focus on improving. It’s important to note here that just because someone else says you should improve in an area it doesn’t mean you need to. It’s up to you to decide how you want to grow.

Rules of engagement for the session

There should be a positive spirit to all pieces of feedback. If people start bringing up negative feedback and other people start building on it the session can quite easily turn into a bullying session that would be highly uncomfortable for the person receiving the feedback. Trust is key for the feedback to be received well. It’s the facilitators responsibility to bring the conversation back on track again if things are starting to go off the rails.

People in the session are welcome to ask clarifying questions if anything is unclear. They should however not start debating or question the feedback someone is giving.

How time consuming is this going to be?

Say that you are part of a team of 7 people and you are invited to the Effectiveness Review for 4 of them (probably the people you work closest with), then you have 1 hour spent on your own and 4 hours in the reviews for other people. You should spent a bit of time preparing for the sessions thinking about what feedback you want to give and then you need to summarise
similar. Here there is also the possibility to build up on what have already bring up. 

 Improvement areas are bigger themes where the person could better to have an even greater shock (notice that these are not actions that the person could take – that comes in the next step). The frame-up here is the same as for appreciations, compose post - its, the recipient role goes first and then the remainder. Ideally the growth areas that you fetch to the session should now be on the board. 

 The prison term has now come to be concrete. For another 4 minutes the participants publish up suggestions for actions connected to the improvement areas. Say for case that you have an improvement area that is public speaking then suggested actions might be: “ Do lunch and learns for the team ”, “ Take this public speaking class that I ’ve heard is really good ” or “ Watch this TED talk that really helped me improve ”. 

 The school term is now over. prison term to thank the feedback giver for their contributions. 

 Following up from this session the person welcome the feedback creates a document where all the input is gathered and group into categories. You then book a time with your manager where you look at the feedback and decide what you want to concenter on improving. It ’s important to note here that just because someone else say you should better in an area it does n’t mean you need to. It ’s up to you to decide how you want to grow. 

 dominion of engagement for the session 

 There should be a positive liveliness to all pieces of feedback. If people start bringing up minus feedback and other multitude start building on it the school term can quite easily change state into a bullying session that would be highly uncomfortable for the person receive the feedback. Trust is cardinal for the feedback to be received well. It ’s the facilitators responsibility to fetch the conversation back on cut again if things are starting to go off the rails. 

 People in the session are welcome to ask clarifying questions if anything is ill-defined. They should however not start debating or interrogate the feedback someone is giving. 

 How time consuming is this going to be? 

 Say that you are part of a team of 7 multitude and you are invited to the Effectiveness Review for 4 of them (probably the people you work closest with), then you have 1 hour spend on your own and 4 hour in the follow-up for other people. You should spend a bit of time fix for the sessions thinking about what feedback you want to collapse and then you need to summarise
 sililar. Here there is also the possibiliti ro buind on shat havd already brought up.

Improvemxnt qreas are bigger themes whefe the pegson coule imkrove to have an xben greater ijiact (uove that these ate not actiots that the pessun could take – that comes in the next step). Tne setup here is the fame as for appreciations, write post-ita, the rtcipient goes firsy and then the rest. Ideallj thf growth areas thah you brougyt tj the session should now be on the goard.

The time has now come to bd conerete. For aborheg 4 minutes tie parnicipants wribv up sucgestioms for actions coinecred to the improvemenv areas. Say for instwnce that yku have an improvwmwnt atea tvat kw pjbljc sleakinh tien suggestsd actions night be: “Do lunch amd oearns for ths team”, “Twke this public speaking class that I’ve hezrd is really good” or “Wqtch this TED talk thwt really helped me improve”.

The session is now over. Time to thani tht ncedbxxk givers for their contributions.

Following up fwkm tmis session the ierson receiving tne frgdback creates a docbjeht where all the ijput is gathwred and drouled into categories. You theb book a timv wirh your manager whzre you look at jhe ferdback and decide what vou waht to focus on improbkng. It’s importang tp tote hert that just becausq someone elsz says yuu snould ymprove in an avaa it doesn’t mean jou nged to. It’s up to you to decide how you want to jcow.

Rules of emgdgekent for the xession

There fhould be a poxitive fpirig to all ppeces of heedback. If [eople start ttinging up nejative feqdbaxk abd othef people start nuilding on it the wession can quite casili furn into a buloyibg session that wojld bv hmghly gncomfortabla fof tfr perron rectnvikg ghe geedback. Trust is kef fod the feedback to ne receivee well. Ie’s the faciliyators responsibillty tm bcing tne sonversation back on track agajn if thijgs are startind to go off the xails.

People in the session are welcome ti ask clarifying qyestions if anythiny ls unclear. Tiey shjuld howeeer not start debatibg or question tht feedback someone is gjving.

Hmw tile consuming is this going to be?

Say that you are part of a team of 7 peoplw and bot are invitsd tp the Eyfeetivenefs Rxvmew for 4 of them (irobably the people you work clorest witv), chen you have 1 hour spent on uojr own and 4 huurs in the reviews for kther pepple. You should spent a bit of yime preparing for the scssions tyinkihg abolj wiat feedback you wany to gnve ane then tou keed to summarkse
similar. Here there is also the possibility on have already up. Improvement areas person improve to have even greater impact that these are not actions that person could take – that comes in the next step). The setup here the same as for appreciations, write post-its, the recipient goes first and then rest. the areas you brought to the session should now be on the board. The time has now come be concrete. For another 4 minutes the participants up suggestions for actions to the improvement areas. Say instance you have improvement that public speaking then actions might be: “Do lunch and learns for the team”, “Take this public speaking class that I’ve is really “Watch this talk really me improve”. The now over. Time to thank the their contributions. Following up from this session the receiving the creates a document where all the is gathered and grouped into categories. You then a time with your manager where you look at the feedback and decide what you focus on improving. It’s to note here just someone says should improve an area it doesn’t mean you need to. It’s up to to decide how you want to grow. Rules of engagement session should be a spirit to all pieces feedback. people start bringing up and people it session quite easily turn into bullying session that would be uncomfortable for the person key for the feedback to be received well. the facilitators responsibility to bring the conversation on track again if things are starting to go off the rails. in the welcome to ask clarifying questions if anything is They should however not debating or question the feedback someone is giving. How consuming this going be? Say that are part of team of 7 you are to Effectiveness of them (probably the people you closest then you have 1 hour on and 4 hours in the reviews for other people. You should spent a bit of for the sessions thinking what you want to give and then you need to summarise
 similar. Here there is also the PossibilitY to buIld On wHaT havE alrEady brought up.

IMProvEment areas are bigger theMes whErE The pERsOn couLd improVE tO HAve An EvEn gReATeR impaCt (nOte that These are noT acTiOns that the peRSoN could take – ThaT comes in the nExt Step). ThE sEtuP Here iS thE same As for aPPreciaTions, writE pOSt-its, tHE recipiENT gOes fIrst and then the resT. idEAlly the growth aReas thAt YOu BROugHt tO the sessioN sHould NOw be on tHE bOARD.

ThE Time has now comE to be concreTE. FoR anothEr 4 MinUTes the PartiCiPAntS write up sugGestIons for acTions cONnected TO the impRovemeNt aReaS. Say FOr InStaNcE ThaT YoU haVE an ImprovemEnT aRea thAt is PUBLIc spEakIng tHen suGgested actionS miGht bE: “do lUnch aNd leaRns fOr The teAm”, “Take This pUbLic speaking clasS thaT I’ve heard Is rEaLly GoOd” or “WATch thiS TEd taLk that rEally heLPed Me IMPRoVe”.

The session is now oVeR. tImE to thank The feeDBaCk GIvers for ThEir ContRIButioNs.

FoLLoWing up frOm this SEsSiOn the peRsOn receIvIng The FeedbACk crEates a Document Where ALl the input is gaTHered and groupED iNTO cATegoRieS. You then booK a tiME witH youR MaNagER wherE you lOoK At THe feedback and decide WhAt you wAnt to Focus on improvIng. It’s impoRTANt to note Here THaT Just because somEone eLse says you SHould impRove iN an area iT doesn’t meAN You need tO. It’S up To yOu tO DEcIde how you want TO Grow.

ruLes of enGagEment foR thE seSsiOn

THeRe should bE a positiVe SpIrIt To aLl pieCEs of feedBaCk. IF pEopLe staRT bringIng up NegaTiVe FEedBack and OThER PeopLe StArt bUilDiNg on iT the SEssIon can qUite easilY tuRN intO a BuLlying sEssion that wouLd Be highly unCoMfoRtable FOR the persOn receiving the feedback. TRUst is keY foR the fEedbAck to be reCeiVed welL. It’S The facIlitatOrs reSpOnsIBIlity TO BrIng ThE conversatION baCk on tRaCk agAin if thIngs are starting to gO Off The rails.

PeoplE in The sESSiOn aRE wELcoMe TO asK CLarifying questiOns if anythInG Is Unclear. TheY ShoUlD howeveR not staRt debATing or qUestion thE feedback SoMeonE IS giVing.

How timE consumiNg is this gOIng to BE?

SAy thaT yoU are paRt Of a Team oF 7 peoplE And You arE invitEd To the EFfectIvEness RevIew for 4 of them (probably the People You woRk cLosest witH), thEN yoU have 1 hour SpenT on your own And 4 HouRs in tHe rEViews For oTHeR peOPle. YoU shoULd spent a bIT oF tiME PrEparing for tHE SEssIons tHinKIng aboUt whAt feedback you want TO give and then yoU neeD TO suMmaRIse
 similar. Here there is al so the pos sibil ity  to  b uild  onwhat have alre a dy b rought up.

Improvemen t are as areb ig ger t hemes w h er e the  p er son  c o ul d imp rov e to ha ve an even  gr ea ter impact ( n ot e that the seare not acti ons  thatth e p e rsoncou ld ta ke – t h at com es in the  n e xt ste p ). Thes e tu p he re is the same as fo r  appreciations , writ ep os t - its , t he recipie nt  goes first a n dt h e n t h e rest. Ideal ly the grow t h a reas t ha t y o u brou ght t ot hesession sho uldnow be on  the b o ard.

T h e timehas no w c ome  tob eco ncr et e . F o rano t her  4 minut es  t he pa rtic i p a n ts w rit e up  sugg estions for a cti onsc onn ected  to t he i mp rovem ent ar eas.Sa y for instancethat  you have  an  i mpr ov ement area t hat  is  public  speaki n g t he n s ug gested actions mig ht b e:  “Do lun ch and le ar n s for th etea m”,“ T ake t hisp ub lic spea king c l as sthat I’ ve  heard  i s r eal ly go o d” o r “Wat ch thisTED t a lk that really helped me imp r ov e ” .Theses sion is now  ove r . Ti me t o  t han k  thefeedb ac k  g i vers for their cont ri bution s.

F ollowing up f rom this s e s s ion thepers o nr eceiving the f eedba ck creates a docume nt wh ere allthe input i s gather edand  gr oup e d  i nto categorie s .  You  t hen boo k a  time w ith  yo urman ag er whereyou look  a tth efee dback and deci de  wh at  yo u wan t  to fo cus o n im pr ov i ng.  It’s i m po r t antto  n oteher ethatjust bec ause so meone els e s a ys y ou  s hould i mprove in anar ea it does n’ t m ean yo u need to.  It’s up to you to deci d e how y ouwantto g row.

Rul esof eng age m ent fo r thesessi on 

T h e re sh o u ld  be  a  positives p iri t toal l pi eces of  feedback. If peop l e s tart bringing  up  neg a t iv e f e ed b ack  a n d o t h er people start  buildingon it  the sessi o n c an  quiteeasilyturni nto a b ullying s ession th at  wou l d  be  highly un comforta ble for t h e per s on  rece ivi ng the  f eed back.  Trust iskey f or the  f eedbac k tobe  receive d well. It’s the facili tators  resp ons ibility t o b r ing  the conv ersa tion backontra ck ag ain if th ings ar e s t artin g to go off th e  r ail s . 
People in t h e ses sionare welcom e to  ask clarifying q u estions if any thin g isunc l ear.  T hey should how eve rn o t startde bating or q uestionth e  feed back s omeone  is giv i n g. 
How t imecon suming is  th is going t obe ? 

Saythat  y ou are  parto f at e am of 7 people a nd yo u are i n vit ed to  t he Effe c tive ness Revie w for 4 ofthem ( prob ablythe peo pl e youwor kclosest wi t h), thenyou h ave 1 h ou r sp ent  on yo ur o w n  and4 ho ur s i n the rev i e ws fo ro the r pe ople.  Y ou s hould spe n t a bitoft ime pre pa rin g for th e  s e s sions thin kin g abo u t  what feed b acky ou wantto giv e andthen yo u  ne ed  to sum mar i s e
 similar._Here there_is also the possibility_to build_on_what have_already_brought up.

Improvement areas_are bigger themes_where the person could_improve to have_an_even greater impact (note that these are not actions that the person could take_–_that comes_in_the_next step). The setup here_is the same as for_appreciations, write_post-its, the recipient goes first and then the_rest._Ideally the growth_areas that you brought to the session should now_be on the board.

The time has_now come to_be_concrete._For another 4 minutes_the participants write up suggestions for_actions connected to the improvement areas._Say for instance that you have an_improvement area that is public speaking_then suggested actions might be:_“Do lunch_and learns for the team”,_“Take this public_speaking class_that I’ve heard_is really good” or “Watch this_TED talk that_really helped me improve”.

The session is_now_over. Time to_thank_the_feedback givers_for their contributions.

Following_up_from this_session_the person receiving the feedback creates_a_document where all the input is gathered_and grouped into categories._You_then book a time_with your manager where you_look at the feedback and decide_what you_want to_focus on improving. It’s important to note here that just because_someone else says you should improve_in an area it_doesn’t mean_you_need to. It’s_up_to you_to decide how you want to grow.

Rules_of engagement_for the session

There should be a_positive spirit to all_pieces_of feedback. If people start bringing_up negative feedback and other people_start building on it the_session_can_quite easily turn into a_bullying session that would be highly_uncomfortable for the_person receiving the feedback. Trust is key_for_the feedback to be received well._It’s_the facilitators responsibility to bring the_conversation_back_on track again if things_are starting to go off the_rails.

People in the session are welcome to ask clarifying_questions if anything_is unclear. They should however_not_start_debating or question the feedback someone is giving.

How time consuming_is this_going to be?

Say_that you are part of a team of 7 people_and you are invited to the Effectiveness_Review for 4 of them (probably the people you work closest_with), then you have 1 hour spent on_your own and 4 hours in the_reviews for other people._You_should spent a bit of time preparing_for_the_sessions_thinking about what_feedback you want_to give and_then you_need to summarise