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From YouTube: L&D Live Learning: Delivering Feedback
Description
On 2020-06-08 we had three sessions for our Delivering Feedback course. This recording is of the second session and contains the content covered by Jacie Bandur, Learning & Development Generalist, and Q&A covered by Jessica Mitchell, People Business Partner.
A
Welcome
everyone
to
their
delivering
feedback
course.
This
is
our
second
session
out
of
three
we'll
have
another
one
later
today.
So
if
you
know
someone
who
wants
to
attend
that
miss
the
early
session-
and
it
is
not
here
today-
please
let
them
know-
we
have
another
session
later-
that
they
can
attend
as
well.
A
I
am
JC
and
I
am
on
the
learning
and
development
team
and
I'll
be
taking
you
all
through
the
content
today.
We'll
also
have
at
least
one
people
business
partner
on
each
call
for
this
one
we'll
have
Jessica
Mitchell
to
help
answer
any
questions
during
the
Q&A
portion
of
this
call.
So
that's
who
you
will
have
today.
As
far
as
learning
objectives,
we
will
talk
about
difficulties
of
delivering
feedback,
a
foundation
for
delivering
feedback
and
then
modeling
a
culture
of
feedback
through
day
to
day
engagement
with
your
team.
A
So
we
will
cover
that
also
just
for
just
so.
You
know
for
how
the
call
will
be
laid
out.
We'll
have
some
content,
then
we'll
go
into
breakout
groups,
we'll
come
back
and
be
brief
and
have
a
Q&A
after
that.
So
there
will
be
some
interaction,
so
just
be
aware
of
that,
that
will
be
coming,
and
also
we
want
to
recognize
that
we
know
it's
been
just
kind
of
a
rough
couple
of
months
across
many
different
aspects.
A
So
with
this
360
review
cycle,
we
just
want
to
make
sure
everyone
is
being
extra
kind
with
their
feedback,
because
it's
just
been
everyone's
learning:
how
to
work
a
little
bit
differently.
I
know
we
all
have
been
working
remotely,
but
maybe
you're
now
working
remotely
with
kids
or
a
significant
other
at
home.
So
just
keep
that
in
mind.
When
you're
going
through
this
360
review
cycle
so
to
get
started,
we
will
use
mentee.
A
A
A
And
we
will
go
to
that.
So
the
first
question
in
Monty
is:
how
do
you
feel
about
delivering
feedback?
Are
you
super
excited
to
do
it?
Are
you
like
Nick
I,
don't
love
doing
it,
but
I
will
or
are
you
not
interested
in
doing
it
or
not,
necessarily
not
interested,
but
you
don't
want
to
hurt
someone's
feelings
you
so
then
you
end
up
waiting
and
waiting
and
maybe
not
doing
it.
A
A
It's
fun
when
everyone's
voting
awesome,
so
it
seems
like
I'm,
not
sure
exactly
how
many
people
have
submitted
their
votes,
but
it
seems
like
it's
mostly
glad
to
do
it
or
it's
fine,
which
is
really
exciting
because
it
was
similar
in
the
earlier
group
today,
because
we
have
this
chart
from
HBR,
and
it
just
shows
like
how
much
people
want
to
give
feedback
and
how
much
they
want
to
receive.
It.
A
Excuse
me,
and
on
this
chart
it
shows
that
people
are
okay,
giving
positive
feedback,
and
then
they
don't
really
want
to
give
constructive
feedback,
but
it
seems
like
all
of
you
are.
They
did
not
survey
you
all
for
this,
because
you
all
seem
either
happy
to
do
it
or
you're
like
it's.
Okay,
so,
but
I
also
just
want
to
highlight
what
receivers
want
to
have.
So
obviously,
people
want
to
receive
positive
feedback.
A
It's
always
great
to
know
when
you're
doing
a
good
job,
but
people
really
want
to
see
receive
constructive
feedback
because
they
want
to
know
how
to
improve
how
to
get
to
the
next
level
what
they
can
do
to
be
better.
So
just
so,
you
can
see
a
visual
of
what
people
want
to
receive
as
far
as
feedback
goes,
and
then
we
have
a
slide
that
has
importance
of
feedback.
All
of
this
is
outlined
on
our
guidance
on
feedback
page.
A
A
You
don't
have
a
map,
a
GPS,
a
phone,
you
don't
even
have
a
compass,
you
don't
know
which
way
is
north
or
south,
and
you're
like
this
is
gonna,
be
really
hard,
but
you
go
ahead
and
get
in
your
car
and
you
start
driving
anyways,
so
you're
driving
down
the
road
you
get
to
the
first
intersection.
There
are
also
no
stoplights
and
there
are
other
cars
on
the
road.
So
there
are
no
stoplights
you're
like
oh,
no,
you
make
it
through
the
intersection,
okay
and
keep
driving
and
realize.
A
There
are
also
no
road
signs
at
all
like
nothing
that
labels
the
streets
or
anything
so
you're,
trying
to
figure
out
how
you
get
from
point
A
to
point
B
successfully.
That's
what
it's
like
when
you're
team
members
or
your
peers
aren't
receiving
feedback.
They
don't
know
not
only
when
they're
doing
something
incorrectly,
but
they
also
don't
know
when
they're,
making
a
correct
decision
or
doing
something
correctly.
So
that's
just
an
example
to
show
you
the
how
important
feedback
is
and
giving
people
a
guide
to
be
successful.
A
We
do
also
have
some
guidelines
for
delivering
feedback.
The
first
one
is
positive
and
intent,
and
this
one
is
really
big.
So
if
you're
going
into
a
feedback
conversation
with
the
intent
to
hurt
someone
you're
not
trying
to
give
them
feedback
you're
trying
to
hurt
them,
so
maybe
take
a
step
back
recalibrate
and
decide
if
that's
actually
a
conversation
you
want
to
have
and
harsh
feedback
does
not
help
people
improve.
A
You
need
to
be
very
kind
and
considerate
with
your
feedback
and
also
be
specific
about
examples,
and
second
is
radical
candor,
and
that
is
basically
care
personally
and
challenge
directly
so
get
to
know
your
team
members
and
your
peers
on
a
little
bit
more
personal
level.
So
you
can
work
with
them
better.
A
There's
a
really
really
nice,
video
on
the
guidance
on
feedback
page
about
radical
candor,
so
I
would
encourage
you
you'll
watch
it
it's
like
twenty
minutes,
but
it
gives
some
good
examples
of
using
it
and
and
just
like
some
tips
on
it
as
well,
and
then
also
make
it
a
freakin
of
a
frequent
event
and
do
it
in
real
time.
So
don't
wait
until
performance
reviews.
I
know
right
now
we're
at
the
360
review.
So
it's
a
good
time
to
give
some
feedback.
A
But
if
something
happened
you
know
two
months
ago
or
even
two
weeks
ago.
The
ideal
situation
is
that
you
give
them
feedback
right
away
and
then
maybe
you
could
store
some
notes
and
add
that
to
their
360
review
when
it
comes
around
but
yeah
you
don't
want
to
just
like
spring
a
bunch
of
feedback
on
someone
six
months
after
something
happened
and
then
avoid
using
absolutes.
So
don't
say
you
always
do
this
or
you
never
show
up
to
meetings
on
time,
make
sure
you're
using
like
concrete
examples.
A
So
like
last
Tuesday
I
was
in
three
meetings
with
you
and
you
showed
up
late
to
all
three
of
them.
It
seems
like
you,
don't
really
care
about
or
you
it
seems
like
you,
don't
value
the
meetings
or
something
so
just
make
it
more
specific
versa.
First,
you
always
do
this
or
you
never
do
this
and
then
feedback
should
be
both
positive
and
constructive.
A
We
encourage
a
four
to
one
ratio
of
positive
to
constructive
feedback,
so
make
sure
you're
letting
people
know
when
they're
doing
a
great
job
when
you're
appreciating
their
work
and
things
like
that
and
then
use
the
situation,
behavior
impact
model
or
SBI
model
and
we'll
get
into
that
a
little
bit
more
in
a
couple
slides,
so
I
won't
go
into
it
too
in-depth
right
now
and
then
allow
the
feedback
receiver
to
report
time
to
reflect
on
the
feedback.
So
some
people,
like
their
immediate
response
to
feedback,
is
to
be
a
little
bit
angry.
A
So
just
give
people
a
little
bit
of
time
to
think
it
doesn't
have
to
the
whole
discussion
doesn't
have
to
happen
right
up
front
and
then
feedback
is
really
a
gift
and
there
are
a
few
different
types
of
feedback,
so
positive
feedback
and
constructive
within
positive
there's
recognition
and
appreciative,
and
then
within
constructive,
there's
developmental
and
then
how
do
you
get
feedback
again?
There's
a
couple
ways
here
so
formal,
informal
and
documented,
and
you
don't
have
to
just
do
necessarily
one
of
these.
A
But
there
are
different
options
that
you
can
use
and
then,
as
far
as
when
you
should
get
feedback,
any
time
is
the
right
time,
but
ideally
in
real
time,
so
right
after
the
client
call,
you
have
someone
feedback
on
how
their
presentation
was,
or
you
know
at
your
next
one-on-one
just
so.
It's
you're
not
waiting
and
saving
it
up
until
the
performance
review.
A
A
A
So
for
the
positive
feedback,
I'll
just
read
like
what
the
the
feedback
is,
that
you
would
give
someone.
So
at
the
meeting
earlier
I
noticed
you
balanced,
sharing
information
and
asking
open-ended
questions
to
engage
the
listeners.
The
attendees
told
me
they
felt
clearly
understood
and
that
our
product
is
well
positioned.
A
So
you
can
see
how
that
aligns
really
nicely
with
the
SBI
model,
an
example
of
feedback
that
might
be
nice
to
hear.
But
it's
not
necessarily
going
to
help
you
improve.
Is
I
really
liked
your
presentation,
good
job.
It
feels
good
to
hear
but
you're
like
what
did
I
do
right?
What
can
I
keep
doing
so
you
can
see
how
you
can
apply
it
to
positive
feedback
as
well
and
then
for
more
constructive
feedback.
A
It
would
be
when
you
presented
your
proposal
to
the
leadership
group.
I
noticed
you
did
all
the
talking
up
front
and
made
us
wait
to
to
ask
questions
until
the
end
I
believe
you
lost
some
of
the
attendees
somewhere,
because
a
few
of
them
appeared
to
be
frustrated,
so
this
again
really
aligns
nicely
to
the
SBI
model
and
identifying
the
specific
anchor
time
and
how
that
impacted
it.
A
So
with
that,
we
will
go
into
breakout
groups,
you'll
be
in
your
groups
for
about
15
minutes
and
as
a
group
you
can
pick
whichever
scenario
you
want
to
work
on.
There
will
be
three
to
choose
from
make
sure
to
nominate
someone
in
your
group
to
report
back
during
the
debrief,
because
we'll
ask
for
input
on
the
three
scenarios,
so
we
can
discuss
them.
You
can
use
the
agenda
to
take
notes.
There
should
be
outlined
Group
one
through
six.
If
there
are
more
than
six
groups
just
add
some
more.
A
It
also
might
be
helpful
to
put
your
names
by
the
group
number
because
last
and
our
last
session,
some
people
forgot
what
group
they're
in
and
then
talk
about
how
you
would
deliver
feedback
using
the
SBI
model.
You'll
have
15
minutes
and
if
you
get
done
with
a
first
scenario,
you
start
on
go
ahead
and
work
through
the
others.
If
you
have
time
and
we'll
come
back
to
debrief,
I
won't
read
all
the
scenarios
to
you,
but
just
for
a
heads
up
scenario:
one
is
a
manager
giving
feedback
to
a
direct
report
scenario.
A
Two
is
peer
to
peer
and
scenario.
Three
is
a
direct
report.
Giving
feedback
to
their
manager.
I
will
go
ahead
and
put
you
in
the
groups
now
and
you
can
start
working
on
this.
Okay
I
think
we
have
every
one
back
now,
I
hope
you
had
some
great
conversations.
I
apologize,
I'm
gonna
leave
my
video
off
just
in
case
my
internet
gets
a
little
spotty
again.
We
are
going
to
go
into
the
debrief
so
up
about
15
minutes
for
this.
A
C
Yeah,
this
is
Hayden
I.
Think
we
see
that
mine,
because
we
have
the
scenario
and
Cynthia
Melanie
Kyle.
Let
me
know
if
I
brought
you
any
of
this
up,
but
the
scenario
was
pretty
straightforward,
but
we
didn't
want
it
so
that
we
tried
to
dis
time
box
that
by
saying
hey
thanks
for
attending
this
extra
one-on-one,
you
know
in
the
last
month
of
noticed
a
couple
of
things.
We
just
left
it
at
that
because
there
wasn't
this
one
specific
event:
we
just
Time
Bandit
about
the
last
month.
C
That
was
the
situation
and
then,
when
we
describe
the
behavior
we
said
hey.
We
noticed
that
you
missed
some
meetings
and
we
also
noticed
that
negotiations
with
XYZ
Inc
have
stalled
out
and
that's
on
top
of
your
numbers,
not
looking
so
great
this
year,
and
we
put
a
note
in
this
section
just
for
the
way
that
we
would
convey.
This
is
to
show
some
kind
of
benefit
of
the
doubt
to
give
them
a
chance
to
you
know,
provided
with
reason,
or
we
didn't
want
to
sort
of
come
in,
come
to
convert
a
tional.
A
E
No
I
think
it's
definitely
a
case-by-case
basis,
I
think
allowing
the
receiver
just
to
like
feel
the
feedback
and
like
acknowledge
it
and
own.
It
I
think
that's
a
really
good
just
to
pause.
There
there's
a
really
good
strategy
to
implement,
and
even
after
you
give
the
feedback
allowing
that
individual
to
simmer
on
it
for
like
24
to
48
hours
revisit,
you
know
a
little
bit
a
day
or
two
later,
so
that
they
can
reflect
on
it
themselves.
I
know
what
I've
been
given
feedback.
F
G
We
were
the
scenario
with
a
team
member
to
the
manager,
and
my
first
reaction
was,
if
I'm
having
these
regular
one-on-one
with
managers
and
all
of
a
sudden
that
changed
something
must
be
going
on
and
so
I
the
out
of
approach
manager
is
hey.
We've
always
had
a
really
great
lishus,
but
our
one-on-ones
have
been
have
been
really
regular,
but
lately
I
noticed
they're,
either
being
cancelled
or
being
moved.
G
Is
there
something
going
on?
Is
there
anything
I
could
help
with,
because
there
may
be
something
where
the
managers,
like
you
know
what
I'm
doing
like
me,
I
have
a
seven-year-old
whose
iPad
just
did
not
work
and
that's
like
the
world's
worst
problem
and
I'm
trying
to
home-school,
and
it
could
be
hey
I'm,
just
really
struggling
right.
Now,
balancing
my
work,
my
home
life.
So
you
know
what
for
the
next
couple
of
months
until
we
could
get
back
to
school,
he
could
work
with
me.
They
may
change.
G
I
may
drop
last
moment,
but
you
could
always
reach
out
to
me
and
I.
You
know
at
any
point,
but
hey
you
know
there
isn't
an
issue
and
I
really
appreciate
you
bringing
it
up.
It's
just
been,
you
know,
really
struggling
with
mom
and
a
whole
work-life
balance,
so
I
think
I
would
have
approached
it
with
like
you
know,
we've
had
a
greater
do.
Is
there
something
else
because
more
than
likely
there,
what
is
something
else
happening?
F
A
H
Sure
I
can
jump
in
so
the
first
thing
we
talked
about
was
I.
Guess
can
be
summarized
in
kind
of
knowing
your
team,
member
and
I
guess
understanding
the
differences,
because
there
could
be
many
in
the
way
they
communicate
right.
It
could
be
a
seniority
thing.
It
could
be
a
cultural
difference,
it
could
be.
You
know,
work
experience.
H
Actually,
this
is
what
we
need
to
do
and
clarify
it
and
we
kind
of
walk
through.
We
did
a
real
little
play
on
that
one
actually
and
it
worked
out.
Well,
she
yeah
sounds
bad.
She
appreciated
my
feedback
that
I
interrupted
her
and
tried
to
get
us
back
on
the
same
path
so
but
yeah
we
talked
about
the
many
different
things
that
could
be
affecting
both
the
person
being
interrupted
in
the
interrupter
and
how
that
could
affect
the
other
person
in
making
sure.
H
A
A
B
Look
at
me,
I
think
I
got
expect
the
one-on-one
call
yeah.
The
our
group
went
through
this
as
well,
and
the
first
angle
we
took
was
a
positive
one,
actually
giving
positive
feedback
to
the
person
for
acknowledging
that
they
cut
them
off
and
saying
thank
you
for
doing
so.
But
our
group
sort
of
initial
reaction
was:
does
this
even
seem
like
an
issue?
Just
if
someone
interrupts
you
and
then
immediately
apologize
apologizes,
we
will.
It
seemed
like
most
of
the
people
in
a
group
were
like.
B
Why
would
you
why
would
this
even
be
an
issue,
so
we
kind
of
had
to
pretend
like
it
was
a
big
deal
and
try
and
figure
out
why
it
might
be
a
big
deal
you're
just
based
on
the
scenario
it
didn't
didn't,
feel
like
it.
So
maybe
there's
a
pattern
of
interruption.
Maybe
there's
something
else
going
on
and
we
saw
you
walk
through
a
couple
of
those
and
also
the
other
scenario.
Was
you
know,
giving
that
feedback
and
then
having
further
feedback
from
team
team?
What
we're
calling
them?
The
second
person
saying?
B
Well,
you
talk
too
long.
Your
nemesis
ain't,
like
I,
seem
to
struggle
without
sometimes
so,
providing
that
feedback,
and
this
could
be
an
avenue
for
doing
that
as
well.
Okay,
appreciate
the
interruption
or
hey
I,
really
appreciate
you
correcting
yourself
and
then
hey
you
kind
of
talk
too
much
the
other.
You
know
one
gets
a
word
in
edgewise.
B
I
E
I
J
D
I
had
a
team
member
who
was
shadowing
a
meeting
a
few
weeks
ago
and
they
brought
this
story
to
me,
but
I
thought
it
was
a
really
good
tactic
where
they
had
observed.
Someone
in
the
meeting
interrupting
others
quite
frequently
and
I,
don't
recall
who
it
was,
but
someone
chimed
in
and
said,
hey
I
think
this
meeting
would
be
a
bit
more
efficient
if
we
were
all
more
aware
of
whether
or
not
we're
interrupting
others
and
I
just
thought.
H
B
And
there's
the
inverse
of
that
side
right,
which
is
to
say
that
I've
often
seen
people
unmute
themselves,
someone
keeps
talking
someone
amuse
themselves
again,
someone
keeps
talking
or
another
person
talks
and
it's
worthwhile
it's
hard
in
screen-sharing
mode.
You
can
see
everyone,
but
you
know
you
have
an
opportunity
to
help
support
someone
looking
to
make
a
point
there
as
well.
K
K
About
it,
nerd
seed
made
it.
She
used
our
example
really
well.
She
said
that
the
way
that
she
was
made
to
feel
was
that
someone
wasn't
listening
and
then
I
thought
about
and
I
was
like.
You
know:
I
betcha,
there's
a
few
10-day
meetings
where
I've
listened
or
thought.
I
was
listening,
maybe
like
50
to
60
percent
and
someone
wants
100.
So
why
am
I
not
giving
back
100
and
also
when
I
make
a
response?
It's
80%
on
the
same
issue
like
it's,
not
exactly
there.
K
So
if
she,
when
that
person
was
listening,
they're
like
hey
you're,
not
listening
to
me
and
then
I
thought
I
was
like
I,
probably
done
that
a
few
times
and
I
thought
that
their
reaction
was
weird
well,
because
I
wasn't
listening
all
that
way.
So
though
this
was
pretty
interesting
way
to
say,
like
I,
said,
I
feel
and
then
the
way
that
our
scenario
went.
That
person
said:
oh
I,
acknowledge
you
simple
things
where
I
thought
like.
Oh
acknowledging
is
the
main
thing.
A
That
was
a
really
great
discussion.
My
goal
with
the
scenario
was
positive
feedback
for
her
to
give
team
member
B
positive
feedback
on
recognizing
they
interrupted
and
turning
it
back
over,
but
like
I
love,
where
this
conversation
went
and
I
think
it's
really
important,
because
I
think
it's
also
a
lot
easier
or
a
lot
more
common.
Maybe
to
interrupt
someone
in
a
remote
environment
where
you
can't
see
you
know,
maybe
someone.
Typically
people
like
move
before
they
talk
or
you
know
you
might
not
see
them
mute
and
unmute
things
like
that.
A
A
All
the
information
will
be
outlined
on
the
guidance
on
feedback
page,
so
you
can
look
at
that
and
reference
it
in
the
future.
If
you
need
it
and
then
we
covered
these
objectives,
the
difficulties
of
feedback,
foundations
of
feedback
and
then
model
a
culture
of
feedback,
we
do
have
one
more
mentee
prompt.
So
that
is
is
what
does
one
take
away?
You'll
apply
when
you
deliver
a
feedback
during
this
360
review
and
it's
an
open-ended
question
your
name's
not
attached
to
it
or
anything.
So
you
can
put
whatever
you
want.
The
answer.
A
A
B
A
Yeah
when
I
watched
the
video
it's
about
20
minutes,
long
I
also
was
like.
Oh,
this
could
come
off
really
harsh
I
think
the
biggest
part
is
caring.
Personally
so
like
getting
to
know
your
team
team
on
a
more
personal
level,
but
yeah
I
think
Dave,
you
put
something
in
there
as
well.
Do
you
want
to
verbalize
I?
Can.
B
Yeah
I
think
I.
Think
the
main
question
I
had
was
around
I've
worked
in
a
company.
That's
all
radical
candor
and
done
this
a
lot
and
it
still
doesn't
and
make
people
feel
empowered
to
give
this
type
of
feedback,
because
that
can
feel
kind
of
exclusionary
in
some
ways,
because
if
you're
not
comfortable
with
it,
because
maybe
you
don't
have
the
fundamentals
of
trust,
it's
really
hard
to
feel
like
you're.
Getting
genuine
feedback
from
someone
who
cares,
so
that's
why
I
was
kind
of
calling
this
out
is.
It
can
be
really
difficult.
K
F
Far
something
Dan
and
something
run,
one
of
my
mentors
a
long
time
ago
shared
with
me
the
the
heavier
the
message,
the
bigger
the
bridge.
You
need
to
build
to
carry
that
message
across
and
kinda
what
you're
saying
like
even
an
environment
where
the
culturally
it's
allowed.
If
that
trust
in
that
relationship,
isn't
there
maybe
that's
what
you
need
to
build
first
before
you
can
go
and
give
the
radical
candor
feedback.
G
And
this
is
Jessica,
so
I
also
think
we
need
to
make
sure
that
people
don't
confuse
radical
candor
with
just
being
a
jerk.
We
have
a
spirit
of
we
throw
transparency
and
sometimes
I
think
people
just
want
being
transparent.
There's
always
I'm
in
people
up
I
have
difficult
conversations
every
day
and
there's
always
a
way
to
have
a
difficult
conversation.
G
Even
it's
really
hard
in
a
positive
uplifting
kind
way
and
I
think
sometimes
we
just
forget
that
and
it's
just
we
go
kind
of
for
the
boom
and
it's
not
taking
in
consideration
that
I
can
say
it
that
way
or
how
what
other
other
better
ways
to
say
it
so
I
think.
Sometimes
we
just
people
just
throw
things
out
there.
So
I
would
you
know,
caution
everyone.
Yes,
you
could
absolutely
give
hard
feedback
I'm,
not
saying
sugarcoat.
G
It
I
have
two
little
puppies
and
they've
Gilbert
knows
that
cuz
he
sees
them
all
the
time
they
can't
walk
very
far,
but
I'll
do
a
little
10
or
15-minute
walk
and
I
talk
to
myself
and
I
kind
of
talk
about
okay
as
I'm
having
people
think
I'm,
crazy,
probably,
but
I
have
to
hear
it
because
I'm
like
ooh,
that
didn't
that
didn't
sound
good.
What
I
thought
I
would
say
when
I
said
it,
it
doesn't
sound
good.
G
K
Getting
so
I
have
to
have
these
conversations
with
myself
before
I
talk
to
them
and
I've
noticed
that
there's
things
I've
said
I
guess
I
had
like
four
or
five
filters
now.
So,
instead
of
saying
what
I
originally
wanted
to
say,
it's
four
or
five
times
now
it's
been
refined
and
I
get
I.
Guess
they
get
a
better
reaction
from
them
just
because
I'm
not
operating
right
on,
like
you
know,
because
I
think
that's
a
lot.
K
We
expect
something
out
of
a
conversation,
but
when
have
you
ever
received
what
you
expect
out
of
a
conversation,
so
I
think
the
main
thing
is
to
go
in
there
and
say:
like?
Are
you
trying
to
hope
someone
or
we
trying
to
just
like
get
your
feelings
out
and
I?
Think
if
you're
just
getting
your
feelings
out,
it
hurts
it's.
Not
it's
not
good
I
guess
for
the
both
of
you.
He
just
hurt
one
of
you.
You.
C
Well
sure
I
was
actually
just
seeing
if
SBI
was
in
any
of
our
book
sections
I
couldn't
find
it
so
I
figured
me
if
it
is
there,
but
if
it
is
or
maybe,
if
it's
not,
we
should
probably
consider
injecting
some
of
our
values.
A
collaboration
in
there
I
think
everyone
agreed
that
injecting
a
bit
of
empathy
right
before
we
sort
of
talk
about
impact
is
pretty
good
idea.
I
think
a
lot
of
us
do
it
naturally,
anyway,.
A
L
Okay,
sorry,
there
is
so
this
may
not
have
been
intended
by
the
example
of
scenarios
we
use
regarding
interrupting,
but
I
just
wanted
to
ask
to
be
sure
is:
is
this
not
interrupting?
It's
not
a
good
thing
anymore.
It
is
mentioned
in
number.
Thirteen
of
video
calls
I
linked
to
the
handbook
page
there
as
being
something
that's
encouraged
and
I
have
personally
encouraged
my
team
to
interrupt
so
that
we
have
not
a
monologue
like
it
mentions
in
the
handbook
page,
but
more
team
interaction.
I,
don't
I,
just
want
to
ask
if
yeah.
A
That's
a
great
point:
I
do
still
think
interrupting.
You
know
it's
something
that
we
encourage
here.
It
was
just
mainly
example
for
more
positive
feedback
rather
than
negative,
because
they,
the
person
hadn't,
finished
what
they
were
saying
and
someone
else
essentially
like
started
talking
about
a
new
topic
versus
interjecting,
similar
information.
So
ya
know
it's
it's
it's
still.
Okay
to
interrupt,
but
I
also
think
interrupting
with
empathy
is
important
to
like
don't
just
start
talking
over
people
that
make
sense
I.
G
E
G
F
Sure
enough
I
interrupt
all
the
time,
or
at
least
I
used
to
and
we
did
a
training
as
the
product
team
where
the
trainer
facilitator
said
when
you're
doing
customer
interviews
don't
interrupt
at
all,
never
for
any
reason
and
I
personally
disagreed
with
the
instructor
and
thought
this
is
really
dumb.
This
is
never
gonna
work
because
you're
gonna
get
off-track
and
it's
not
going
to
be
effective,
but
I'll
give
it
a
try.
F
This
was
a
couple
months
ago
and
after
a
couple
months
of
consciously
just
trying
to
never
interrupt,
I
have
never
found
myself
in
a
situation
where
I
thought
I
should
have
interrupted
there.
So
I'll
just
share
that
feedback
that
I'm
a
I'm
a
convert
where
I
used
to
really
disagree
with
that.
So
just
a
little
bit
of
feedback
there
or
a
little.
H
A
That's
great:
well,
we
are
a
little
over
time,
so
we'll
go
ahead
and
wrap
up.
I
just
want
to
thank
you
all
for
attending
and
for
my
wife,
I
I
apologize,
but
we
will.
We
do
have
a
feedback
form
on
the
agenda.
Its
agenda
number
five.
So
please
go
ahead
and
fill
that
out
so
that
we
can
improve
for
next
time
and
go
out
and
use
the
SBI
model
thanks.
Everyone.