Emma Coombe

I think that's incredibly relatable. We've all likely had at least one moment in our careers when we've been given feedback and immediately we prepare a response instead of truly absorbing what's being said. And I also think for the next generation growing up in a culture of seeking such frequent affirmation through social media and likes and the way that we now live,

nurturing a feedback culture, actually creating the resilience to receive that feedback is not going to be altogether straightforward and something that we as managers, as leaders for that next generation need to really think about. I'll fully admit, I'm pretty sensitive when it comes to developmental feedback.

nurturing a feedback culture, actually creating the resilience to receive that feedback is not going to be altogether straightforward and something that we as managers, as leaders for that next generation need to really think about. I'll fully admit, I'm pretty sensitive when it comes to developmental feedback.

nurturing a feedback culture, actually creating the resilience to receive that feedback is not going to be altogether straightforward and something that we as managers, as leaders for that next generation need to really think about. I'll fully admit, I'm pretty sensitive when it comes to developmental feedback.

So I have to be really aware that as I enter these conversations, other people will be a lot more comfortable being direct than I am. And being able to receive that feedback is really important. It's Much easier as part of a team project than something personal. I think that's when it becomes more difficult. And often we are working in teams.

So I have to be really aware that as I enter these conversations, other people will be a lot more comfortable being direct than I am. And being able to receive that feedback is really important. It's Much easier as part of a team project than something personal. I think that's when it becomes more difficult. And often we are working in teams.

So I have to be really aware that as I enter these conversations, other people will be a lot more comfortable being direct than I am. And being able to receive that feedback is really important. It's Much easier as part of a team project than something personal. I think that's when it becomes more difficult. And often we are working in teams.

So developing that team dynamic, nurturing it is really important. Sylvia, ensuring you receive well-rounded feedback from a diverse group of people is key. How can leaders go about obtaining this feedback?

So developing that team dynamic, nurturing it is really important. Sylvia, ensuring you receive well-rounded feedback from a diverse group of people is key. How can leaders go about obtaining this feedback?

So developing that team dynamic, nurturing it is really important. Sylvia, ensuring you receive well-rounded feedback from a diverse group of people is key. How can leaders go about obtaining this feedback?

Thank you, Sylvia. And actually that start and stop and do more of discipline is really helpful across so many different parts of a career. But regular team debriefs are critical. It speaks to the importance of immediacy, not waiting until year-end refuse when feedback can get diluted. In a lot of my team projects, we're looking at how we can set projects up for success.

Thank you, Sylvia. And actually that start and stop and do more of discipline is really helpful across so many different parts of a career. But regular team debriefs are critical. It speaks to the importance of immediacy, not waiting until year-end refuse when feedback can get diluted. In a lot of my team projects, we're looking at how we can set projects up for success.

Thank you, Sylvia. And actually that start and stop and do more of discipline is really helpful across so many different parts of a career. But regular team debriefs are critical. It speaks to the importance of immediacy, not waiting until year-end refuse when feedback can get diluted. In a lot of my team projects, we're looking at how we can set projects up for success.

I ask our colleagues to think about what they want to get from this project from a developmental point of view. So for example, what areas has somebody perhaps struggled on or fell down on in previous projects? How can we ensure this doesn't happen in this project?

I ask our colleagues to think about what they want to get from this project from a developmental point of view. So for example, what areas has somebody perhaps struggled on or fell down on in previous projects? How can we ensure this doesn't happen in this project?

I ask our colleagues to think about what they want to get from this project from a developmental point of view. So for example, what areas has somebody perhaps struggled on or fell down on in previous projects? How can we ensure this doesn't happen in this project?

And because you've had that conversation about what a leader wants to work on upfront, it becomes much easier to give and receive feedback. I read a quote recently from Patti McCord, the former chief talent officer at Netflix for over a decade, And she shared that when it came to reviews and feedback, simplicity is key.

And because you've had that conversation about what a leader wants to work on upfront, it becomes much easier to give and receive feedback. I read a quote recently from Patti McCord, the former chief talent officer at Netflix for over a decade, And she shared that when it came to reviews and feedback, simplicity is key.

And because you've had that conversation about what a leader wants to work on upfront, it becomes much easier to give and receive feedback. I read a quote recently from Patti McCord, the former chief talent officer at Netflix for over a decade, And she shared that when it came to reviews and feedback, simplicity is key.

She said, when we stopped doing formal performance reviews, we instituted informal 360 degree reviews. We kept them pretty simple. People were asked to identify things that their colleagues should stop, start or continue. I think that's really a neat way of structuring feedback conversations. Dee, I'd like to turn back to you now.