eedback is often presented as a skill or a technique. Say the right words. Use the right framework. Follow the right steps.<\/p>\n\n\n\n
And yet, feedback conversations still go wrong.<\/p>\n\n\n\n
In this episode of Le Podcast on Emerging Leadership<\/em>, I had the great pleasure of welcoming John Poelstra<\/strong> to explore a very personal experience around providing feedback and the deeper dynamics at play.<\/p>\n\n\n\n One of the key distinctions we explore is the difference between:<\/p>\n\n\n\n What is said matters, but how it is said, and how people show up in the conversation, often matters more.<\/p>\n\n\n\n A large part of the conversation focuses on the role of ego in feedback.<\/p>\n\n\n\n We explore questions such as:<\/p>\n\n\n\n Rather than placing responsibility on one side, this episode highlights how responsibility exists on both ends<\/strong> of the interaction.<\/p>\n\n\n\n John introduces a powerful idea: feedback is not a one-off event, but part of an ongoing relationship<\/strong>.<\/p>\n\n\n\n The \u201cdance\u201d between people, their history, and how they relate to each other all influence how feedback is received and interpreted. When feedback becomes polarized or framed as a win\u2013lose exchange, it almost always makes things worse.<\/p>\n\n\n\n A recurring theme in the episode is that how you show up<\/strong> in a feedback conversation makes a significant difference.<\/p>\n\n\n\n Presence, intention, and curiosity often have more impact than any technique.<\/p>\n\n\n\n During the episode, we reference the book:<\/p>\n\n\n\nFeedback is more than a message<\/h2>\n\n\n\n
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Ego, expectations, and responsibility<\/h2>\n\n\n\n
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Feedback as a relationship<\/h2>\n\n\n\n
Showing up differently<\/h2>\n\n\n\n
Further reading<\/h2>\n\n\n\n