The Sales Hacker Podcast
The Sales Hacker Podcast

Episode · 3 years ago

Friday Fundamentals EP 14: How to Deliver Feedback and Have Tough Conversations

ABOUT THIS EPISODE

It's not easy to delivery feedback. What should you keep in mind when the feedback is necessary? Be respectful and constructive. All feedback is a gift. Stay positive and remember, you are in this together. 

Hey everybody, it's Sam Jacobs. You're listening to the SALESCACER PODCAST and this is Friday fundamentals. We're super excited to have our guests this week back on the show, Dan Fujer, who's the crow of data dog, and he's going to talk to us about the best way to deliver feedback, which is a skill that a lot of upandcoming managers and first time leaders often haven't developed sufficiently, and so Dan has been doing this long time and it's got a lot of great insights. Before we dive into that, we want to talk to you about our sponsor. So Friday fundamentals is brought to you by outreach. As you know, hopefully, outreach triples the productivity of sales teams and empowers them to drive predictable and measurable revenue growth by prioritizing the right activities and scaling customer engagement with intelligent automation. Outreach makes customer facing teams more effective and improves visibility into what really drives results. In just a few weeks in March, outreaches running unleash two thousand nineteen. It's going to be the definitive sales engagement conference. It will take place March ten through twelve in San Diego and...

...if you're listening, you get a hundred dollars off simply for entering the code sh pot. So hop over to unleashed outreached io and use the code sh pod to save a hundred dollars off your ticket. I'm going to be there and it's going to be great. So now let's get into fighty fundamentals. Dan, thanks so much for appearing on the show. One of the topics that we talked about offline that I think you'd add some great perspective on is what's the best way to give feedback? What are the steps that you should be thinking about? What are some techniques? If you're a manager giving feedback to somebody else, whether to reppor somebody else, how should you do it? Give us that fundamental you bet, Sam so. I think the challenging parts some of this, one of the most challenging parts of leadership, is you might have like a system in place but you see that somebody is struggling with one of the aspects of the job, and it could be a variety of things, but the tendency, like humans generally, want to avoid conflict or if there is some sort of tension or conflict, we end up maybe...

...kind of reacting instead of responding, and so it's going to be much more effective you can take a measured approach to how you respond to a situation and approach it in a way that is going to be hopefully constructive and respectful to the person, but doesn't avoid actually confronting it and agreeing on solving and so these are like I mean, you know, hey, listen to all of us. We approach these things and your heartbeat might start, you know, your heart might start speeding up, gets get a little shot of adrenaline because you're thinking like hey, if this doesn't but I don't handle this right way, this person is going to blow up or I'm going to blow up at them. And so to diffuse that, I think a few things. One approach it like all feedback is a gift, right, and and also approach it with a with a positive idea that we're going to get through this together, there we're going to find a path on the other side of this. And what I found also a lot of times is that that other person may not even have the same perspective of the situation that you do like you might...

...think, Oh, this person is doing this to me or doing it on purpose. They might not even realize they're doing so. One way to kind of take the high road, don't assume any negative, you know intention by the person and just, you know, approach it that way. And so got a structure that I get from the handeut group and so, and there are other structures out there too, how to have hard conversations, but I think it's an important skill to develop and we all have to keep getting better at it. First step is get permission before the conversation, set up the time. You know, schedule it. Don't ambush them, because that's going to help everybody be more prepared and not feel like it's a surprise. A second step is, you know, set the proper context, frame the conversation based on your commitment, like why we're having this conversation. Yeah, I want to make sure we have a great working relationship. I want to make sure we're completely being open and honest with each other. I want to make sure that we feel we can share like things that are frustrating about what we're...

...doing to each other and come out on the other side with a positive outcome things like that. Third, articulate your concerns about having the conversation. Like I'm concerned to bring this up because I thought you might get upset because you might take this personally. Who knows, like, but just like generally speaking, if it's a hard conversation, you're going to have some sort of concern about it. Share that. I think that's we talked previously about vulnerability and leadership and openness and transparency, and I think this is this is a good part of it. And then number four, like own your part of the problem. It takes to it. You know, let the great philosopher rob based from one thousand nine hundred and ninety. So that takes two to make a thing go right. You know, it takes two to tango right. So any relationship you're going to have, you know, part in creating it, and so help say hey, you know, I can tell that I might have a help create this because that that dot or I didn't, I didn't communicate to you this that that kind of thing. And then next step, share the content. Right, what do you upset about? Concerned about?...

What is the issue? But don't assume your version of the story is the truth. As I said before, you know, we all have our perception about the situation. I think sharing it as like this is how I perceive it, this is what I've seen. I don't know if this is if this is accurate, but this is what I'm seeing or this is what I'm hearing. And that way as opposed to like, you know, kind of like assuming that whatever your brain is perceiving is the actual reality. I think that helps to diffuse to make it a more objective conversation. Next step, give them a give them a chance to respond and listen deeply and understand their view. Don't interrupt him, don't Butt in, resist the yours to try to respond to things they're saying. Get it all out on the table. Here their perspective and understand their view. Now, with both perspectives on the table, come up with agreements on how are you how you'll deal with the issue moving forward. Come up with some sort of actions, like, okay, we both see that this is the problem. We agree to take these steps this. You know, maybe we'll have a check in at some...

...point, but some sort of concrete plan about how we're going to avoid this happening in the future. And then the other thing I'd say, just generally speaking, is when you've got that feeling in your stomach like hey, something's not right here and you need to have that hard conversation, don't run away from these, run towards them. On the other side of this hard conversation is going to be some great results. That is a fantastic framework. So, Dan, thank you so much. Thanks so much for being on the show this week. You've done a great job. If folks want to reach out to you, you mentioned it on Tuesday's episode, but how should they contact you? Again? Just one last time, Sam, you do a great job on this too. It's been a play work with your podcast. I can't believe you do my job and you do this so super impressive. You can reach me at Dan at data Dogcom or just hit me on Linkedin. Awesome. And if you want to reach me, I'm Sam Jacobs. Find me on Linkedin at say linkedincom. The word in I N and then and then Sam f Jacobs. Thanks to everybody for listening. I hope to...

...see you at unleash in March and I'll talk to you next time. Thank you,.

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