►
Description
Amber Vanderburg joins us to teach the audience how to give and receive feedback to improve our work and collaboration with others
Abstract:
How do we give effective feedback for maximum impact? Attendees will learn frameworks to give quality feedback, adjusted approaches to delivering sensitive and challenging feedback, and how to utilize the data from feedback for maximum impact and performance improvement.
Get Social!
Website: jakarta.ee
Subscribe: https://www.youtube.com/user/EclipseFdn
Follow us on Twitter: https://twitter.com/JakartaEE
Like us on Facebook: https://www.facebook.com/JakartaEE/
Join us on LinkedIn: https://www.linkedin.com/groups/13597
Tag us: #JakartaEE
A
B
B
Kick
a
ball,
wait
for
feedback
and
they
would
come
to
our
sessions
and
they
would
stand
in
a
line.
Kick
a
ball
wait
for
direction
and
they
would
stand
in
a
line.
Kick
a
ball
wait
for
instruction
and
while
this
might
be
the
most
efficient
way
to
give
feedback
for
performance,
we
found
in
a
game
scenario
that
it
was
actually
a
disaster
often
times
our
players
within
the
course
of
a
match.
B
We
must
first
create
an
environment
for
really
great
performance,
and
so
within
our
football
teams,
we
clearly
communicated
our
what
and
our
why
and
then
we
allowed
opportunities
for
ownership
within
the.
How
see
it
might
be
easy
to
hear
this
story
and
think
of
it
as
a
foreign
academy
in
sports
with
kids.
But
how
often
times
do
we
go
to
work,
receive
a
task
and
we
wait
for
instruction
and
we
might
be
focusing
on
one
task,
but
we
don't
really
know
how
it
applies
to
the
overall
game
scenario.
B
We
might
be
doing
one
task,
but
we
don't
really
know
what
those
expectations
are
of
completing
that
task.
Well,
what
is
the
actual
end
goal,
and
especially
right
now
within
remote
teams?
There's
a
big
question
of
what
are
the
expectations
of
me.
While
I
am
doing
my
work
at
home,
what
are
the
expectations
of
me
while.
B
B
B
B
So,
in
the
same
regard,
whenever
I
was
coaching
football,
we
clearly
communicated
what
needed
to
be
done
right.
So
what
is
success
within
our
teams,
and
why
is
that
important?
How
does
that
apply
to
the
overall
game
scenario,
and
then
we
allowed
opportunities
for
ownership
within
the
how,
within
our
processes,
our
methods,
our
projects
and
our
roles?
B
Whenever
we
did
this,
I
found
that
some
of
our
players
were
engaging
in
some
debates
on
what
was
the
right
way
to
complete
these
goals,
and
this
brings
me
to
a
good
point
see
sometimes,
even
if
we
have
clearly
communicated
our
performance
expectations,
sometimes
there's
still
going
to
be
conflict,
and
sometimes
there
might
be
tension.
There
could
be
heat
within
your
team
dynamics.
B
B
Really
powerful
things
first,
it
lays
an
expectation
for
tension
within
your
team.
Sometimes
team
members
are
hesitant
to
bring
up
a
conflict,
they
might
be
hesitant
to
bring
up
tension
because
they
don't
want
to
admit
that
the
tension
exists,
but
by
having
a
proactive
conversation
or
saying
not
only
does
it
exist.
We
actually
have
an
expectation
that
it
can
happen
within
teams,
and
so
it
creates
more
of
an
open
door
for
those
conversations
to
occur.
B
Sometimes
people
are
a
little
hesitant
to
bring
up
tension
within
teams,
because
there's
a
bit
of
ambiguity
on
how
that
conversation
is
going
to
go,
how
what
should
I
say
and
how
will
the
other
person
respond,
but
by
having
a
proactive
conversation,
you're
actually
creating
a
script
and
you're
creating
a
game
plan?
So
there
is
less
ambiguity
and
you
can
enter
into
the
conversation
with
a
little
bit
more
confidence.
B
So
I
engage
in
a
proactive
conversation
to
address
whenever
performance
expectations
are
not
being
met,
and
this
also
helps
us
to
overcome
and
to
confront
one
of
the
largest
barriers
to
great
performance
feedback,
and
that's
this
idea
called
the
fundamental
attribution
error.
The
fundamental
attribution
error
now,
the
fundamental
attribution
error
is
really
just
a
fancy
way
of
saying
that
so
often
times
we
judge
other
people
by
their
behaviors.
B
We
judge
other
people
by
their
outcomes.
While
we
judge
ourselves
by
our
intentions,
we
see
this
whenever
we're
working
within
projects
all
of
the
time.
So
we
want
to
be
mindful
of
the
of
the
fundamental
attribution
error.
We
actually
see
this
not
only
whenever
we're
in
a
workspace
and
working
on
our
projects,
but
we
actually
see
this
in
our
everyday
lives.
Whenever
we're
driving
down
the
road,
you
might
see
someone
that
cuts
you
off
and
obviously
they're
a
horrible
driver.
They
weren't
paying
attention.
B
We
need
to
take
their
keys
away,
they
were
so
inconsiderate
and
we're
looking
at
their
behavior,
but
if
we
accidentally
cut
somebody
off
whenever
we're
riding
down
the
road,
we
didn't
see
that
we
needed
to
merge
over.
We
didn't
intend
to
cut
the
person
off,
and
so
we
start
looking
at
our
intention
while
we're
looking
at
the
other
person's
behavior,
and
so
I
encourage
you
being
mindful
of
the
fundamental
attribution
error.
B
Two
ask
the
question:
whenever
you
are
faced
with
unmet
performance
expectations,
what
was
your
intention
whenever
you
were
doing
that
and
that's
that
simple
of
a
question?
What
was
your
intention
whenever
you
were
whenever
you
did
that
action?
I
actually
was
working
with
a
a
team
a
few
months
ago
and
there
was
a
team
member
that
would
come
into
meetings
and
was
as
abrupt
seen
as
abrasive.
B
He
was
intending
to
be
persuasive,
and
so
by
asking
this
question,
we
were
able
to
identify
a
knowledge
gap
between
intended,
behavior
and
perceived
behavior
or
the
outcomes
of
the
behavior.
And
so,
by
asking
this
question,
we
were
able
to
enter
into
more
of
a
coaching
relationship
and
actually
partner
with
the
individual
to
improve
performance
and
to
bring
the
two
closer
together.
B
B
Now,
whenever
we're
giving
our
feedback
and
actually
coaching
with
someone
or
trying
to
partner
with
someone
to
give
feedback
to
improve
that
performance,
it's
important
that
we
get
very
specific
so
that
we
can
get
strategic.
You
want
to
get
specific
to
get
strategic
and
it's
important
to
get
specific
to
get
strategic
in
all
three
purposes
of
performance
feedback.
That's
right!
There
are
three
major
purposes.
B
B
B
B
And
say:
good
job
on
doing
this.
Well
done
doing
this
and
specifically
point
out
the
type
of
performance,
the
kind
of
performance
that
you
want
repeated.
What
behavior
are
you
encouraging
see?
If
you
don't
know
why
something
is
working
whenever
it's
working,
then
you
won't
know
how
to
fix
it.
We'll
have
a
harder
time
trying
to
fix
it
whenever
it's
broken.
B
So
it's
important
that
we
encourage
get
very
specific
to
be
strategic,
so
we
can
encourage
behavior
on
the
opposite
end
of
the
spectrum.
The
second
purpose
of
performance
feedback
is
to
correct
we're
going
to
correct
undesired
performance.
So
whenever
we
are
correcting
undesired
performance
in
this
situation,
again,
it's
important
to
get
specific
to
get
strategic.
B
We
just
need
to
play
better
and
while
he
may
have
been
correct,
we
didn't
have
anything
specific
enough
that
we
knew
what
performance
we
needed
to
improve
to
actually
win.
The
game
so
with
correcting
feedback,
we
want
to
be
very
specific
and
again
ask
those
series
of
what's
and
whys
okay,
so
we
do
need
to
play
better.
What,
specifically,
can
we
do
to
play
better?
Okay?
How
do
we
do
that?
B
What
action
step
can
we
take
and
break
it
down
into
digestible
steps
which
brings
me
into
my
third
purpose
of
performance
feedback,
which
is
to
coach
we're
going
to
coach
and
build
up
ponds?
So
whenever
we
are
coaching
performance,
this
could
be
building
upon
existing
performance
or
it
could
be
coaching
as
in
teaching
a
new
skill
and
doing
something
a
little
bit
different.
B
B
So
we
are
going
to
coach
undesired
perform
or
we
are
going
to
coach
and
build
upon
current
performance
that
we
have,
and
so
in
all
three
situations,
it's
important
that
we
ask
a
series.
Ask
the
first
question
is:
what
is
the
purpose
of
my
feedback?
What
is
my
desired
outcome
of
this
conversation
that
we're
having
and
then
ask
the
next
question?
How
can
I
specifically
break
this
down
into
an
action
step
now?
These
are
all
helpful,
hints
and
tips
that
you
can
use
whenever
you
are
giving
informal
feedback.
B
B
Shows
that
the
average
person,
especially
in
a
remote
team,
desires
some
sort
of
informal
feedback,
two
to
three
times
per
week,
minimum
two
to
three
times
per
week,
minimum
now
that
is
average.
It's
important
that
you
actually
know
your
team
members,
some
might
desire
more,
some
might
desire
less
so,
but
that
is
the
average
in
which
we
should
be
at
a
regular
pace
of
giving
individualized
informal
feedback
so
that
we
can
encourage
correct
and
coach
performance
within
our
team.
B
B
B
We
actually
break
it
up
into
quarterly
or
bi-monthly
reviews,
so
that's
four
to
six
times
per
year,
quarterly
or
bi-monthly
reviews,
and
we
discuss
that
performance
of
what
has
happened
over
the
last
two
to
three
months
and
then
the
annual
review
at
the
end
of
the
year
is
actually
just
a
summation
of
all
of
that
feedback
that
you've
been
given
over
the
course
of
the
last
12
months.
Now.
B
The
reason
why
I
say
two
to
three
months
or
quarterly
or
bi-monthly
is
because
there
is
a
span
of
time
in
which
it
takes
for
a
person
to
receive
feedback,
to
digest
feedback,
some
sort
of
game
plan,
of
what
to
do
with
that
feedback
and
to
implement
implement
that
new
plan
and
for
other
people
to
notice
the
difference.
So
that's
a
lot
of
things
that
are
going
on
so
yeah.
So,
oh,
yes,
I
can
move
to
the
right.
That's
a
good
question,
yeah!
So
the
so!
These
are
all.
B
B
He
was
about
six
years
old
and
his
name
was
echinthia
and
achanthia
was
so
excited
for
his
first
day
of
football,
and
so
he
came
running
out
onto
the
field
and
he
began
yelling
pass
pass
pass
and
I
noticed
that
a
chanting
was
yelling
pass,
even
whenever
the
other
team
had
the
ball
and
the
cynthia
was
yelling
past,
even
whenever
he
was
miles
away
from
the
action
and
the
cynthia
was
yelling
past,
even
whenever
he
had
the
ball,
and
so
he
was
running
with
the
ball.
Going
pass
pass
pass.
B
B
B
But,
yes,
we
might
yell
java
java
java
java,
but
if
we're
in
the
wrong
position,
if
we're
miles
away
from
where
we
should
be-
or
even
if
we
have
the
ball,
if
we
have
the
tools
that
we
need-
and
we
don't
know
where
we're
going-
we
don't
know
in
which
direction
we
should
be
using
them.
Then
saying
those
words:
they're
not
only
ineffective.
B
It's
actually.
Yes,
there's
a
lot
of
words
that
we
say
it's
actually
detrimental
to
the
overall
communication
within
the
team
see.
Eventually,
the
team
is
going
to
tune
you
out
there
they
go
talking
about
java.
Again,
we
don't
actually
know
what
we're
doing
with
this.
It's
just
a
word.
We
keep
on
saying
we
get
yes
give
our
names
cloud.
We
there's
so
many
words
that
we
can
say
and
if
we
don't
know
in
which
direction
we're
going
then
saying
these
words
are
not
only
ineffective,
they're
actually
detrimental
to
the
overall
communication
within
our
actual
team.
B
If
we
take
the
time
to
have
proactive
conversations
and
are
mindful
of
the
fundamental
attribution
error
and
clearly
ask
hey
what
was
your
intention
whenever
you
did
that,
so
that
we
can
be
specific
to
be
strategic
so
that
we
can
effectively
encourage
desired,
behavior,
correct
undesired,
behavior
and
coach
or
build
upon
behavior
within
our
team?
And
if
we
take
the
time
to
give
feedback
in
a
timely
manner,
then,
and
only
then
we'll
be
in
a
position
to
yell
pass
to
receive
the
ball
to
move
forward
and
to
score
really
big
goals.
B
I
see
that
you
guys
have
a
lot
of
different
words
that
everyone
is
is
putting
here
in
the
chat.
I
want
to.
Thank
you
guys
so
much
for
having
me
today.
If
you
have
any
questions
about
performance
feedback
or
teams
in
general,
I
am
more
than
happy
to
help
again
vanderberg
amber
is
my
twitter
handle,
I'm
also
the
only
amber
vandenberg
on
any
social
media,
so
I'd
love
to
connect
on
linkedin
youtube
anywhere
and
continue
the
conversation.
Thank
you
so
much.
A
A
So
thank
you
very
much
and
we
have
actually
one
session
left
for
today
before
we
do
the
closing
and
that
session
starts
now
in
a
couple
of
seconds,
so
that
is
going
to
be
a
session
about
the
keeping
brazil's
medical
industry
safe,
and
that
is
something
we're
looking
forward
to
as
well.
So
thank
you
very
much
amber
thank.