Lesson 3: Provide effective feedback (3.3)
What was that?
To get started, let's watch an example of a feedback conversation. Before you give feedback, it is critical to manage your emotions and check your intention for the person who's receiving the feedback. Watch Florence’s conversation with her young associate. How would you describe her emotions and intention going into the feedback session?
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FLORENCE: So as you can see, the potential is enormous. This is an exciting opportunity.
CLIENT: I can see that, but let's be cautiously optimistic. Based on your analysis, how do you assess the risk?
FLORENCE: Scott's been working on that. Scott?
SCOTT: Well, obviously, this is higher than average risk, without a doubt.
CLIENT: Really? Should I be concerned?
FLORENCE: Of course not. No. This is not what I would call an unreasonable risk.
CLIENT: What would be unreasonable risk? For example, how would a change in oil prices affect the share price?
SCOTT: Could you take this?
FLORENCE: I can get those details over to you in the morning. In the meantime, we have identified some mitigation strategies I'd love to share with you.
CLIENT: OK.
FLORENCE: What was that? Higher than average risk? You know how risk-averse that guy is. We talked about this.
SCOTT: We did. But at the same time, I'm not going to lie to him. I told the truth.
FLORENCE: I asked you to mention the mitigants. That's not lying. It's presenting the whole story.
SCOTT: Right-- the mitigants. OK.
FLORENCE: Are you kidding me?