Recently found significant gaps, misunderstandings and issues in team communication so wrote this on the topic of feedback.

When a new team forms, how much time should we allocate to one on one feedback?

Here are my current views on how much time should be allocated:

  1. One team. A team with consultants, external clients and partner engineers should be considered a single collective. Not separated into silos of political or economic direction. We should avoid Company XXX ONLY check in sessions as they make it more difficult for us to achieve team consistency.

  2. Feedback training. Individuals should be trained up in how to facilitate feedback for others. A process of separating our ‘coaching’ from ‘evaluation’ and ‘appreciation’. An appreciation for the bi-directional nature of perspective and opinion. This takes time and practice to develop. Everyone is bad at giving feedback when they first start.

  3. Hours every week. In a team of 2 people that results in 1hr of one to one feedback per week. In a team of 4, 6hrs. In a team of 8, 28hrs of one on one feedback should be allocated per week. In a team of 15, 98hrs. If that sounds expensive, reduce the size of the team. The alternative is dysfunction.

  4. There is no substitute for feedback. Professionalism and etiquette is a fallacy. Underneath the pressed shirts and hoodies we all harbor fears, misgivings and selfish intentions. Surfacing this early will save us all time and money.

  5. Early cost. Once a crew has worked through their forming, storming, norming and performing phases they can reduce the amount of time they spend in one on one feedback and start making the most of meeting in groups.

  6. Personal effort. I sense many people would find this burdensome. To have to facilitate a personal consciousness with colleagues they may not actually like. Again. If people can not talk on a friendly personal level, they certainly can not build awesome products together.

“In a team of 8, 28hrs of one on one feedback should be allocated per week. In a team of 15, 98hrs. If that sounds expensive, reduce the size of the team. The alternative is dysfunction.”

One team. In alignment. Skilled in the art of feedback. Given the time to have hard personal conversations.