Speaking up with your conclusions already drawn isn’t feedback: it’s a verdict.
Handled well, the conversation you keep putting off can be the one that unblocks everything. This module shows you the way, step by step: precise facts, not impressions; listening that is open to learning; a commitment where both shift their position; and ways to take the pressure off, with colleagues and with your manager.
~20 min at your own paceKey skill: Giving and Receiving FeedbackAvailable in FR + ENNo prerequisites
What you’ll take away
- the three-part tool that turns vague criticism into an acceptable description
- a process where the feedback giver also leaves with something to adjust
- some pointers for holding steady when first reactions are surprise or defensiveness
Who it’s for
Colleagues and managers: anyone who wants a team where people can speak openly, in both directions.
Learning objectives
- Prepare difficult feedback: within 48 hours, one-on-one, using verified facts, without a preset verdict.
- Avoid Kim Scott’s three traps: Ruinous Empathy, Obnoxious Aggression, and Manipulative Insincerity.
- Lead the discussion in five steps, from the opening and SBI facts to mutual commitment and planned follow-up.
- Build feedback into the team through three practices: frequency, persistence, and reciprocity, with colleagues and the manager alike.
How does this module work?
The steps of the Adaptive module.
- Self-assessmentOn nine dimensions, to gauge current habits and guide the practice.
- Expert videoA ~10 min video with three pauses for reflection.
- Practice scenariosThe first two scenarios chosen from the self-assessment, then sixteen more, optional. Every answer gets feedback: what it leads to, and one way to improve.
- Dated commitmentOne action to try, written by the learner or chosen from the suggestions.
- Memo to downloadKey takeaways, questions, commitment, personal notes, and checklists.
Duration: ~20 min. Excluding bonus practice scenarios and optional in-depth content.
