 Good morning our afternoon Abby. How are you? I'm good. It looks like they're already It is If everyone is well as well, I see we've got a few more people I can't see you all but I know you're there Doesn't sound too creepy Hi Phil and Barbie better you rested from your trip. Yeah, I think I'm finally back to normal good good Okay, we are on half past the hour. So welcome everybody Thank you very much for taking the time to join us. Good morning. Good afternoon or perhaps good evening But wherever you are, thank you again for taking the time and so this session is on Performance management feedback. I'm Abby and I'm the people ops generalist part of the people ops team For those of you who are watching this and are a bit new to get lab and don't know who I am That's who I am and so what I would like to do first of all if I may is just draw your attention to this issue and We in the spirit of feedback is this is all about feedback and Jessica sent out a survey to all the managers on training and in January and you can go ahead and take a look at the Responses there in a bit more detail, but there's a couple of things I'd like to mention on this one is the Frequency of future trainings. We're gonna do them once a month We may change that to twice a month. It depends on the needs of You know the business and the managers, etc Because we were aware that perhaps two weeks was a little bit too much and the security for managers and their calendars And that kind of thing and The other thing is that an interesting point Data point from the results there was that we need there weren't very many managers who were willing to present a session, which is kind of disappointing, but I would like to say that We in the people ops team are very happy to help you in terms of putting the content together Organizing the session and taking care of all the kind of the back-end stuff So don't feel that when we say would you be happy to lead a session? We don't mean that you we expect you to be able to write it and do all that. We're very happy to assist you and with that and It's important that you know as a leadership team as well That you can provide some of your experience your knowledge and share it with the other managers who perhaps don't have as much Experience or a new to their roles and that kind of thing and and the other point is on the Topics you'll see there What you voted on in order of what you're interested in and we will of course Make sure that we're providing you with Sessions and content based on What you've asked for so I just wanted to take a couple of minutes just to let you know that issue is there Please go and take a look at it at feel free to add anything Else to it that's missing or anything else that you want to make us aware of we'd be very happy to to have that so Moving on then to this session, which is performance management feedback as I said And I just want to make a slight distinction between performance management feedback and performance review feedback because sometimes I think they can people might think they mean the same thing and there is a Difference we did do a training a few months ago on performance review feedback Again, we don't expect that to be it. We will revisit that and follow up on it This one is more about Giving feedback generally on performance. So kind of day-to-day Feedback that kind of thing in addition to the one-on-ones and other things like that So I didn't want you to be confused and think this is about performance review feedback. It isn't it's about how to give Feedback and how to prepare it when to do it and that kind of thing. So there's a few Points that we'd like to cover What I would say as well as I don't want to be the one doing all the talking So we really want to hear from you as managers on your experiences. What has worked? Well, not what hasn't worked. Well, what you've learned along the way from your Timers managers at GitLab or in other companies where you've worked from where you've worked out before The goal is to really make this as interactive as possible and I'm really pleased that Andrew Newdegate has kindly agreed to co-present some of this with me and he's gonna give share his experience of giving feedback From his time at GitLab and in the past as well. So If you did take a look at the Manager training survey issue, you would have noticed one of the things that wasn't on there was feedback Now I wanted to provide you with a little bit of context as to why we're doing this session in particular So back in October of last year and the people I've seen sent out a survey to everybody in the company and You can go ahead and take a look at that in the handbook But the things that really stood out for us Was the comments and in particular there was a couple of things on feedback one of them was that employees felt that it was very task-focused versus career development feedback And also that there wasn't enough Performance feedback and I should also say that this session is the first of two Barbie will be doing a session on peer-to-peer feedback That will probably be happening in maybe later this month or early March And as it's peer-to-peer it probably would make sense to open that up to everybody Not just managers. I think that would be a good idea So that's the background as to why We're doing this because employees are saying that they're not receiving enough feedback and we wanted to explore that a bit further with all of you and Perhaps find out a bit more about why that is and how we can help you With that so I'd like to open this out at this point and ask you as managers what difficulties you've had With giving feedback, what have you? Encountered somebody wants to jump in if not I will ask somebody Okay, I Think sometimes it's hard to find feedback when you're trying to I think I mentioned this before trying to balance out being supportive and Encouraging with also Having to give some really hard feedback that you know could hurt You know someone if they take it personally or you know if it's if it's there's just some difficult feedback to give And so I think that for me I have to remind myself that it's In anyone's best interest to get the feedback they need and that even though it might not seem like the nice thing to say at The time it's the thing that will help them be successful And I have to remind myself of that sometimes because it can it can be challenging to get the hard words out With you know as you're as you're beginning to get comfortable with providing feedback It takes practice to get comfortable Yeah, so I think Bobby I think that's exactly it I think the way that I try and do it is always start with the positives So that you know then it's easier to get through that you're giving some positive feedback and also some negative feedback I think that being open and honest and transparent is one of our values And I think people expect that from their management as well. So I think it's really important to do that so giving Positive feedback first and then negative to me personally is actually offending If someone was doing that, I would say you're wrapping things up Oh, why don't you just tell me the negative feedback and praise me when the praise needs People catch on to it like if you're feeding them shit sand Which is they're gonna they're gonna find out and they're gonna not listen to any positive feedback Yeah, but I didn't say give a shit sandwich I said to give positive feedback if there's positive feedback to give Yeah, and I don't so so what you get is that people catch on to that format and anytime you give them positive feedback They're they're tuning out because they're waiting for the negative thing which they know will come So I think the important thing here is realize it's not the same thing every time and shouldn't be the same thing every time I think that the important thing is to understand The message you want to get across and the best way that the person will receive it and be able to process it and I think at times that's going to be going in hard with just direct corrective and Constructive feedback and sometimes it's going to be a combination of there's some good and there's some things to correct but it's not always going to be the same and I think that you have to understand that you also understand who you're talking to and How they best receive things sometimes feedback is best verbally and face-to-face and sometimes there's people you have to follow up with an email Because if they don't read it, they're not really going to absorb it But it's it's it's our jobs as managers to understand What's effective for employees and and our teammates and our colleagues and and I think that To assume that the right format will work in every situation or with every person It's great in simplifying our roles as managers, but it's not great in being effective managers And I think people are assuming that there's always negative feedback to give hopefully they're we're not giving negative feedback too often Okay, I'd like to flip it and ask What what's happened when you've What positive things you've encountered and When giving feedback, what do you think has worked well? When you've done it, have you tailored it? What's what's worked well for you? I don't know if this is super specific to the question Abby But especially within departments. I found it super encouraging to see people at higher levels give feedback to Reports that are lower. So good example is like when said gave me a positive, you know, note on slack When I was an SDR meant a lot to me. I know Joe does that with people that are in the SDR function So I think it's important not just with direct reports to their managers But also the managers to managers if they're reaching out to those direct reports It can go a long way in terms of encouraging them to continue the motivation in momentum Thanks, Nick. Yeah, I'd like to add to that Having been the recipient of feedback at GitLab what I found Speaking as a recipient is it's great when you get that was a great job But what would help me even more is to know which part of it of that was a great job. Was it I spoke very well or I wrote something that was really well It's good to kind of know A bit more about what it was that went really well. There's nothing wrong with me. That was great But it's good to know and have detail on that as well Yeah, I agree and I guess my feedback would be like for like more of the e-team members is even like your recruiters Or like if they're doing a great job that can go a long way If you're saying and I agree with you you should quantify it too But maybe something to be mindful of too and moving forward one one thing that that I went through when I first started managing people is, you know, if you're Redicent or you're worried that someone's going to take negative feedback poorly Almost universally they take it better than you expect like your your anticipation of the moment is usually worse than the actual moment And you you have to kind of go through a number of iterations or cycles to sort of get calibrated for that But I would encourage new managers to to really distrust that for the most part people value it and they respond Well for it and so it's something it's important not to Edit yourself or to hold back but to just sort of like push forward with it and then people most often surprise you You know on carrying on Eric's theme In my last role, I had the opportunity to provide some feedback to an employee that actually wasn't positive But her response to me was positive. She said thank you. She's like in six years. No one has told me this And from that we were able to correct get her into a role that she really liked So she would she was an employee that was unengaged but giving her that hard feedback was really positive for her It actually got her motivated and she was just thankful. Someone was honest with her Yeah, I had someone and that worked um on my team when I was at sisco and She was falling asleep in meetings and she was falling asleep at work and no one was giving her the feedback They they were all very uncomfortable to do so Uh, and I thought that was strange. So I had to let her know that if she keeps sleeping at work There's there's going to be an issue and it's affecting her performance and it's making people's perception of her And she did not take the feedback. Well, she was extremely angry at me for attacking her I was a new manager and she she responded very negligibly. That was just a different issue But she went to the doctor and she found out she had diabetes And she got treatment and she got well and she started saying in a way wake at work And she would be you know, she became a more enjoyable person to work with And it's the kind of thing that if she hadn't gotten pressure for sleeping at work She may not have gotten you know, she may not have gotten the incentive to actually go and get checked out Why am I falling asleep at work? Um, so there's there's times you can actually really help impact someone's life too I'm gonna that's an amazing example Barbie I'm gonna do that was a really big one and that's like people falling asleep people being smelly like these hard to reach subjects Now for something really small I noticed that many times when someone leaves their mic open Which happens I did it this morning and someone called me out on it luckily many times. I'm the first person to speak up So I don't understand why the rest of the company is sitting idly by Letting someone kind of embarrass themselves having their mic open and it's a small embarrassment like it happens to all of us But why aren't people speaking up? Why why aren't people helping? I mean, I think go ahead go ahead bed I guess I try I try and help when I notice it But yeah, maybe it's uh It is an it is an embarrassment to hop on a call In the middle of somebody Somebody else is doing a functional group update and there's an open mic And it can be embarrassing to to interrupt the functional group update to scold somebody else Uh to me this is more of Maybe that that kind of thing could be solved with A technical solution And or and or some guidance to to try and figure out a way to get those those things solved more quickly out of band Instead of having to go like open up your mic To make it even worse I'm always impressed at about how quickly you detect it. I I typically don't have the participants tab open. Is that how you see it? so quickly Or you see you see like it just takes uh, you see the active speaker So it just takes one silence of the active speaker and you see someone else come in there And by definition that person has their mic open Because otherwise they wouldn't be switched up So you never go to minimal view you always stay in that you can see everyone listed Yep. Yeah, I'm I've like two extra monitors here three monitors in total Always have everything open and ben. Yeah, sometimes it's sometimes you hey, you can ping someone slack. You can do it in the zoom call but Sometimes it's just easy to get it over it. I don't think it's scolding Although maybe it sounds like that when I do it But uh, it's it's just reminding someone that their mic is open And I think that person like I was grateful that someone called me out this morning So you reduce the impact and the longer it lasts the more annoying you've caused So I think I think you're helping you're helping someone and we should be less afraid of interrupting each other Um, it is in our communication guidelines. I think Because we're remote it feels like a big thing to open up your mic and talk over someone That happens all the time in in-person meetings. It's just because of the latency that it feels a bit more awkward Please people do do we're interrupting each other too little and that leads to things like we should be together more often Because the interaction feels more natural. Yeah, because you it's easier to interrupt someone you kind of If you're sitting across the table, it just takes a breath or something and you know someone wants to say you can pause We don't have that so be a bit Be a bit more in that awkward moment and thanks for also pointing out the technical things and by the way I think it's ridiculous in zoom that you cannot mute someone else and that you cannot end someone else's presentation That would be a great function And it would not get abused at all. So but What what worries me about Yeah, what worries me about introducing a technical solution for this is it's just putting a bit of paint on the problem If someone is afraid of speaking up about Small thing like hey, your mic is open. How are they going to speak up when it's more important to speak up? and I've been reading a book called crucial conversations Which is kind of painting this really nicely. So I highly recommend this book for everyone And uh, yeah, I I don't know how to make people Uh understand that If you don't speak up people will assume that you agree Or disagree with the situation like however the the things are are going at the moment I think you bring up a great point. Lauren. I think we should uh reflect on this meeting, right? We were all scared to answer these questions or thinking about them and it takes it takes that moment to step up and I think that um All of us in this room should hold each other accountable now to beating sid If we catch an open mic right a simple start thing That's us implementing feedback quicker and tightening that loop. And then I think uh, that'll ripple down through the company As we're all managers here I'm going off of them. I know said you shared You shared that handbook communication guideline about not being afraid and being courage to interrupt people and I know when I saw or somebody shared that recently in slack and It made me remember and rethink about it because it is Something that I try not to do in certain instances and I need to check myself and that being said, you know Just talking about our teams talking to our teams about that and you know doing so I mean, maybe not every week, but um encouraging it in the in a In a way that is communicated well and understanding that that's this is how we're going to enforce Not enforce how we're going to encourage more two-way conversations or three-way or you know, that's it's important to For us to remember and us to tell our team, um, you know, you can read the handbook And you can go back to the handbook, but sometimes in the moment you need to be reminded Thanks, Malielle and uh, no one That it's very hard to do everyone can contribute if it's a monologue That's a great way to put it Thanks everyone. I'm glad that this is kind of we went down this this path. I'm really pleased and please keep interrupting Me, um, I've put the content together. It's there for you. This is for you. This session is for you. This time is for you Um, I'm just merely the mouthpiece Um, so yeah, please please keep please keep jumping in. This is really great Okay, so, um, we've already kind of talked a little bit about this already. Um, why performance feedback is important um But I think we all kind of know that, you know, when we do our jobs If you're a manager, if you're a team member, you want to know how you're doing Um, you want a kind of rough idea or not even a rough idea But you want to have those conversations about what's going well what's not going well So that you know how to perform better and do things better And without feedback You're blind. You don't know what you don't know what you're doing. You don't know how it's being perceived You know everything is being perceived and that kind of thing and you may you may reach your goal and you may do your job But you you're never quite sure if you don't get that feedback so I've listed a few things here, um, but I think effective and timely feedback is a critical component of successful performance management if effective feedback is given um Two employees on their progress towards their goals employee performance will improve And it's a collaborative Effort I think between a manager and an employee. You're both helping one another to be better. It's not just a one-way Thing you can give feedback to your manager as well And I know um, some of you are probably doing this with your managers Some of you may not be doing it and we've talked about the whole I guess it's a confidence thing Maybe or you just don't feel that there's time for it or whatever or you're just focused on on doing your jobs Um, but that's what we want. We want this to be a collaborative Effort performance is a collaborative effort um, and it helps to build trust um and respect Between you know the employee and manager relationship and that kind of will spread out Across the company as well. Everybody will feel able that they can give feedback to one another They don't necessarily have to be on the same team. They could be on a different team um, you know, we all work Collaborations lead together for whatever or whatever we need um So people need to know it in a timely manner About how they're doing and what's working and what's not working and how both of you can fix it or how you can fix it um, and that kind of thing The other thing I want to highlight is experience factors You know, we want managers to do to be discussing Experience factors with their team members because their team members want to know where they are And how they can get to the next level And that should be happening regularly. It shouldn't just be we send people up sends this out and um You do it in isolation as a manager. You should be talking this through With your team members. They may come to you already and say well, actually I feel like I'm here But I want to get to here and then that can really help Um, we're talking about career development and other things that we need to do more of So I'm going to stop talking for a little bit. I'm going to pass the mic over to Andrew Who is going to um, take us through the next couple of slides On how to prepare to give Thanks. Over to you Cool. Um, so this handbook page is really about how to give feedback and the most important points are To give feedback regularly So use your one-on-one sessions, but also set time aside for separate coaching coaching sessions if you need to And whether the feedback is good or bad make sure that it's timely Though waits a week for a one-to-one to discuss something that to discuss something immediately Oh that you could discuss immediately Always be sure to document the conversation that you've had and particularly any decisions that you've arrived at Um, and make sure to follow up on those decisions at a later stage So review those decisions a week later or two weeks later, whatever Um, it's also really important not to store feedback up until the time of performance reviews Um, it shouldn't be a surprise What people get in the performance reviews should be sort of a build up through the through the core tool the half Um, and finally, um, it's also important to treat it as a two-way discussion and not as a monologue So, you know sit down and discuss the problem and come up with a solution together Cool If I could jump in Andrew one thing I would say about writing stuff down I'm a big believer in this like more like memorializing decisions One thing that some people take it as is like oh, we're writing it down so we can refer to it later And while that's true is at least for me. It's not the primary reason I write stuff down because the ritual of doing that really Make sure that it drives the point home It increases the likelihood that it's it's heard and that it has some impact It's not so much about having a record so we can assemble some big case later It's that I find that like stopping saying like like we just made a decision Like we just put something in a firm and we're going to write it down That increases the likelihood that it's that it's heard and that action is sort of taken I think Eric like with the with our one-on-ones I think we go through like two or three rounds of Of replying to each other's things in the document before we actually get to the to the meeting So it's already evolved and and uh, you know that feedback's gone through several iterations by the time we actually meet face to face Cool. So how should we structure the feedback that we give? So many of us are familiar with the team retrospective process that we use here at GitLab And when giving feedback to an individual you can use a similar framework of questions That's basically what went well What didn't go so well and what can the individual learn from this? Which is pretty much the same questions that you get in a retrospective but for a team Um Remember that the goal here is to help but not hinder So keep the feedback factual concise and objective. This will really help when it comes to delivering the feedback um I think it really helps to use specific examples wherever possible And uh, as always the tricky part is delivering the negative feedback So i've got an example of some feedback that I recently gave someone So your input is always highly valued and appreciated in group calls Um, however, sometimes your updates can come across as rambling This is especially important to keep in mind when sharing information with the executive team members or with large audiences As they've been looking as they will be looking for concise summary of the events Uh, try to tailor the level of detail to the audience at hand If you're nervous prepare before the meeting and compile a summary of important points that you want to touch on and try to keep it short The more senior people you need to communicate with the more important this practice is So that's some feedback that I gave to someone recently um Yeah, that is The last of my slides You muted abby I think unless I lost my ears. I was muted. Thank you, lee You beat me. I was about to miss big up Very well people very well Great. Thank you very much for interrupting or not interrupting me because you couldn't hear me. So yeah I was the only one I could hear myself Yeah, what was I saying? um Yeah, so there are um a number of Feedback models out there. Um the one that I think and I think we talked about this before with the stop start continue um, this is actually something that's in lattice that uh, the people on team are looking at at the moment is to structure the performance review with these questions because It's not these questions this model because it's very simple Um to use and it's effective in one-on-ones email or performance reviews. It's very easy and simple and um Employees answer questions about how they're doing. Um, but instead of asking a long list of things You could ask them three very straightforward questions. What should I start doing? What should I stop doing and what should I continue doing? And then, you know, you can review that review the answers and provide feedback And while on the surface these seem quite simple questions They actually get to the heart of the information you need to evaluate performance So the first question, um, what should I start doing? Gets employees to think about what they can improve on. Is there something they should be doing that will give them better results? And you as managers can use this to suggest how Employees can take on new challenges or new tasks to advance their careers Sorry, my throat is very dry. I apologize. The second question helps employees think critically about their behavior What are some things I should stop doing? and things that Gets them to check their behavior and think about things that they don't that don't work And that's where you as managers can offer constructive criticism to help Employees recognize that their behaviors need to change and the final question What should I continue doing? Gives employees a chance to talk about their successes What are they doing and or what have they done that's been successful? and this is the point where You as managers can praise them for the good work that they've done and encourage them to keep it up and also, I'd add to that that you can if it's something that Let's say that can be that The knowledge perhaps that that employee has that they're doing their job or a particular task really well That could be shared Amongst the team you can empower them to say well listen, you've done a great job with this I know there's some other people in the team who could really benefit from you Giving them some training or some coaching about how they can do this so As I say, it's very simple and easy to use and we are currently looking at this in That is as well so Once you've gone through the process of preparing You've written down some questions. You've thought about a scenario So for example something has gone really well or something hasn't gone that well and you want to give Feedback taken a step back. You've looked at it. What went well? What didn't go well? and you've made some notes now it's time to Make some time with the person and you may want to do this outside of the one-on-one and you can Invite them to the meeting with an agenda With some questions that you've prepared and this will help you provide context and and put your feedback into the stop-start continue and you can also check that This is specific measurable achievable realistic and time-bound so smart um And if needed, um, you can also practice um delivering the feedback with one of the HR business partners or me or a colleague Or even your manager um, and you can get um You can also include some bullet points that clearly illustrate The point that you want to make to the employee And the more you can identify patterns and give examples The better the employee will understand and we'll be able to act upon the feedback so we talked a little bit about um, what questions um, you should ask and i've made i've added some of them to The page in the handbook there on point 27 I think um What makes feedback two-way? Is asking for feedback yourself About you and um asking the individual okay. Well, you know, how am I doing? What do you think I need to improve on or um change that would help you? um and also getting The individual to think about their own performance And I think the more this is practiced Um, the easier and more familiar it will become um So you may be goal is to have a situation where something has happened something bad has happened or something hasn't gone well I think we all know deep down when that's happened. We will have that nasty feeling of yeah We got through it, but it wasn't great. Um, yeah, I didn't do a great job Um, I've certainly been in that position myself and I know Yeah, and I'm already thinking okay that happened What can I do better next time? So the ideal situation is that when we have these feedback sessions I will come to barbie and I will say to barbie barbie. I know this happened It wasn't good This is what I think I need to do next time to make sure it doesn't happen again And barbie may say yes abby great wonderful go do it or abby No, you need this is what needs to happen next time And this is how we're going to do it And I think by being prepared Um We'll we'll make for a more healthy and collaborative discussion rather than just off the cuff quick That was great. Oh, no, that's not great. We'll talk about it at the one on one um And don't forget to listen to the other person's thoughts and ideas Um, they may have a different perception than you do which will also help you further understand How best to manage them? Um, I'd also like to highlight A section um in the handbook called interning for learning that shawarma given proposed a couple of months ago um, so if you come across a situation where You think that somebody needs um Perhaps training in a certain thing that another team is able to to give or if they need to just shadow somebody Um, this is a great way for people to take some time out And learn a new skill in a different team. Um, and I would encourage you all As managers to take a look at that and see if it's something that you think would be beneficial for anybody in your team Your team one of your team members may come to you um directly about this. Um, anyway, I thought I just Highlight that um as well if you weren't aware of it Are there any questions any comments? Um at this point before we carry on Yeah, I had a quick one here. I recall there was an initiative to do 360 degree feedback We're kind of allowing us to get more feedback And I'm wondering where that sits or or how that's going as well kind of off topic, but still So I can I can respond to that a little bit Lee. So when we do launch the performance feedback Um in march through lattice it will be 360 So you can as a manager ask for feedback from whoever you want But you just don't definitely get it from your team. Uh And in addition to that it's my vision to begin rolling out with other leaders at the company What we do at the executive team level, which is to actually give each other um some public feedback and we we kind of sit around the proverbial table together and we Share feedback in front of each other which enables all of us to know what each of us has to work on So we can all help each other work on those things Since we're not we're being transparent about all of our weaknesses and strengths not just with our not just the sit And so I think that's something that other teams can benefit from as well, but we haven't really taught You how to do effectively yet. And so I think there's some work we have to do there And I would also say a great book to read that will Explain the benefit of this and and talk about it. Some is the advantage by Peter Lynn Ciccone Which also Gives some information about the kind of trust you need to have for those types of settings to be successful Awesome. Thanks Okay um in the next Slide um There is one uh thing that I would like to touch on briefly. Um, which is I think sometimes when particularly when something goes wrong and trying to understand why something went wrong Or if somebody's performance has taken a downward turn you may need to dig a little deeper and I was Jessica um actually provided um This tool it's a called a performance issue root cause diagnostic. Um, which I think You know When we're trying to identify root cause it's extremely difficult to do. Um, but one of the things that might help Is to perhaps use this diagnostic which looks at these four areas around motivation environment knowledge and skill And I think for you as managers it might help you Um to try and determine what the root cause of a of an issue is I also think it's probably good to actually Get the employee to probably do this themselves as well as to sort of get them to think about You know the situation and why something is happening Um, I think it's a great tool. There are others out there as well and if you have experience of a similar tool or a similar Process or anything that you've come across that has been really helpful. Um, it'll be great to hear about that and also Use it I guess And they because there could be complex factors affecting performance that sometimes are out of the employee's hands But that's not to say that root cause is always you can easily find it. You can't and it may not be appropriate To use it and then we have an underperformance process in addition to this but I wanted to Um share this with you now I think root cause is something that we will explore in further detail because it is quite complex and it's not something that we can just Talk about very quickly and then move on Um, although I appreciate that's what I'm doing. Um, but I think it was worth mentioning as we were talking about performance management and that kind of thing um so As the harvard business review observed if you want to become a great manager You need to be a great coach And yes employees stand to benefit tremendously from ongoing coaching. Um Managers potentially have a lot to learn too and it's something that we want to support you with and help you with Um as well And remember every single employee approaches their job differently You never know when an employee might say something that gives their boss a eureka moment of sorts On top of that ongoing coaching helps managers learn to interact with a more diverse set of personalities thereby sharpening their management skills So to summarize um Feedback is the cheapest most powerful get most underused management tool that we have Um our disposal feedback is a powerful as is as powerful as it helps people get on track It serves as a guide to assist people to know how they and others perceive their performance And I think we all know that feedback can also be very motivating and energizing. It has a strong um link to employee satisfaction and productivity People like to feel involved and identified with their organization and feedback can help achieve that state And that is the end of the presentation any questions or anything else people want to talk about Um heavy I I can just add some strength to your last points. So um in in parallel to this jessica Mitchell drove a survey of the engineering organization And for engineering management in particular, there were two questions that they came in strikingly below the other ones One was about career development. We have a plan to address that the other one was specifically My manager has consistent timely and fair method for evaluation of individual performance 55.6 percent had favorable opinions of the statement 37 percent were neutral which you could argue is you know neutral is kind of negative on a point like this And then 7.4 percent were unfavorable. So this was probably the single Largest area of improvement for engineering management and something that we're I'm going to talk about in our fg on monday And something that I'm going to be pressing all of all the managers in my function to to get significantly better at Thank you everybody anything else to add Okay, I'd just like to add and say thank you um to everybody for joining and thank you andrew for your help and thank you Everybody for jumping in on the discussion Um as well. Thank you Thanks abby. That was really good