Author: Jenny Robinson at Hinton & Co. Ltd

Purposes

• Help people understand better how they are seen by others in the team.
• Give the team confidence that they can address peer performance issues in a positive way, without fudging.
• Build the team.

Overview

• Best used in a team meeting.
• Do need to leave sufficient time to do this well.
• Ensure that everyone pairs with everyone leaving no place to hide (otherwise people will naturally work only with those people who will reinforce their world view)

Process

• The same approach is used repeatedly around the team until everyone has spoken to everyone. (It helps if you write up this Process, and the framework on the next page, and talk through it):
• Pair up - One person speaks for two minutes according to the framework (see below); the other listens without any interruption
  Swap roles - Take turns enquiring of each other’s feedback so that you really begin to understand the mirror that is being held up. After ten minutes choose another partner, repeat (be assured, you will talk to everyone)
• Feedback needs to be constructive and come from “goodness” and respect (Ask: How can I help this person be more effective, especially when dealing with people like me?)
• Give examples where you can to make the feedback easier to understand
• Be specific about your feedback
• Everything that is said will be for the benefit of the other person and the relationship. The feedback will not be shared with the team as a whole, only 1:1.
  The feedback is for us as individuals only. Nothing that is said in the 1:1 exchanges will flow into any appraisal or evaluation discussions. This protocol co-created by Ken Ideus, Gordon Sinclair and Jenny Robinson

Suggested Framework for the Conversation

• First say the things you really appreciate about your partner – sincere hyperbole is a requirement! E.g. “of all the people I know, you’re the best at….” or, “I think your structured approach on xxxx was brilliant”
• Provide one piece of feedback on behaviour that gets in the way of you having a better working relationship or working better as a team, with examples – hold up the mirror to help them understand how they are seen by you e.g. “When you start your reminisces about your old job, I sometimes feel that you’re yearning for the past and that you’re not really excited about this role”
• Talk positively about how you’d like your professional relationship to develop in the future e.g. “I would like to work together with you on a solution to x which satisfies my need for y and what I perceive as your need for a.” or “You and I could be a brilliant combination if we learnt to mix your a with my b.” or “It would really help me to understand your point of view, if you ….”

Provided by Jenny Robinson and Colin Henney at Hinton & Co. Ltd who provide a distinctive approach by fusing skills and knowledge in organisational psychology and practical employment law. They combine their individual experience of 20 years’ consulting and advising to bring about workable solutions.

Disclaimer:
This guide is provided for guidance only. The provided information, whether ‘How to guides’, policies, procedures, samples, examples, or guidelines, while authoritative, is not guaranteed for accuracy and legality. While we make every effort to provide and link to accurate, legal, and complete information, we cannot guarantee it is correct for a worldwide audience. Please seek legal assistance, or assistance from your local or international governmental resources, to make certain that your legal interpretation and decisions are correct.