 Welcome to Moving From Feedback to Feed Forward, quite a mouthful by Jakob. So welcome and we hope you're going to have a really enjoyable session today. We're so glad that Jakob can join us. He's actually dialing in from New Zealand today. So welcome to him it's early evening there in New Zealand. Over to you, Jakob. Thank you so much and I think before we jump in, I want to acknowledge all the volunteers like Debbie. We just spent 50 minutes with Debbie just chatting and she made me feel much more at ease and less nervous. So thank you Debbie. Hi everyone, my name is Jakob. Some of you might have met me last year when I was talking about the emotional culture and some of you might have done the coaching dojo with me. This time we're talking about something else. This time we're talking about feedback and we're going to focus actually on Feed Forward, which is not so much alternative to feedback but a different way of collaborating and moving towards action with others. Today's session is a workshop. Most of the time we're going to spend in the workshop. We're going to be using the chat a bit. So I may ask Debbie to help me out with the chat if I can't see it. I will try to see it and interact with you via chat but most of the session after a bit of theory, most of the session will be in breakout rooms. So we will put you into breakout rooms in groups of three and you will get a chance to practice Feed Forward. Can we just quickly check if we know where the chat is? Can I get a hello or good afternoon, good morning, good evening from everyone. Thank you. Awesome. Cool. I have three checking questions. And how are we going to do the checking questions? Is that I will ask a question and I will give you one minute to write down your answer but don't hit enter. So wait before you hit enter. When I tell you hit enter now, then you hit enter and then we will all be able to see all the answers at the same time. And we're going to go through some of the answers together. So quite important, don't hit enter when you're finished. Just write it down and we're going to read it together. I got three questions. So the first question is, what is the one thing that has brought you joy recently? I will put it also in the chat. What is the one thing that has brought you joy recently? Type it in the chat window. Don't press enter. Just type it down without hitting enter. And yeah, let's see. Cool. Enter now. Oh my God. So many messages. Good. Let's have a look. Let's read some of them. Pradeep, work from home. Nice. Learning Jira brought joy. Nice. Recognition by peers. Awesome. Back to hometown. Nice. Oh, I wish I could go to my hometown. Learning new area. A short vacation with family and planning a trip. That's amazing. Cool. These are good reasons to have joy in our lives. OK. Second question. We're going to do the same thing. So type it down, but don't hit enter until I tell you, OK? The second question is, what is your hope for this session? What is your hope for this session? Type your answer. Just don't hit enter. Don't hit enter just yet. OK. Hit enter now. Amazing. Let's look at some of the answers. Anirban, if I pronounced right, I would learn how to take feedback positively and work on it better than I already do. Awesome. We will talk about different way of approaching feedback. So I think that's going to be interesting. Sonia, to feed forward the learnings to actions. Amazing. That's what we're going to do. Change of mindset. Yeah, that's possible. Have heard and learned something that knew that I have never come across before. Yeah, Javi, that's possible. How to be more proactive and satisfying customer? Yeah, you can think about this because we're going to talk about some of the interaction with customers as well. To learn a new concept totally. Learn different ways to share feedbacks. Yep, yep. Learn to feed forward. Yes, just curious what's more than feedback. Amazing. Cool. All right, last question, which is warming up. And I must say it's giving me a lot of energy. It is almost 10 PM here in New Zealand, so I need your energy, guys. Keep it coming. The first question, last question before we get into it. What kind of person do you need to be in this session? To be successful, to get what you want to get from this session. What kind of person do you need to be in this session? Try not to hit Enter. Is it right if you did? Don't worry, but try not to hit Enter. Let's give everyone a chance to think and tap it down for themselves. Let's do it. What do we have? Open-minded, good listener, deep listener. Yep, listening is going to be a very important part in the workshop. Good observer, similar. Active and good listener. Grove mindset, yes, active participant. Yes, you need to be actively participating to learn. Energetic, present, focused, kind, ready to give, receive feedback. Yes, Adina. Good listener and person having positive approach. Awesome. That's good. That's good. All right, let's jump into it, shall we? Welcome. We are in a workshop called Move From Feedback to Feed Forward. My name is Jakub. Let's go into it. We already did the check-in. Three questions. Thank you so much. A few words about myself. I originally come from Poland, moved to New Zealand seven years ago. And I have stayed here even though I came here just for one year. We've been here seven years now. I was lucky enough that I learned about the GLT in the Germanic Pesto in about 2003, 2004. And I had a chance when I was back at uni, I had a chance to participate as a developer in a research project when there was quite a lot of coding, a lot of experimentation. And we decided to use extreme programming as a way to develop the software. So in 2005, that was my first practical chance to use agility and extreme programming. Then I kind of was between Scrum Mastery, Agile coaching and development. But in 2013, that was my first job as a proper Agile coach. When I failed miserably, I was very bad at it. And I quit after three months. And I hated Agile coaching. Until about two years later, I met an amazing Agile coach. And I realized that I was just being stupid in 2013. And I didn't know what Agile coaching was back then. So after I realized, OK, now I understand better what Agile coaching could be and what it should be, I got re-energized. And I started my journey in Agile coaching. Again, it's almost like my second life in Agile coaching now. In 2019, together with a friend, we launched a podcast called Jocup, which is quite unique. We talk about Agile live and monkeys. If you want to have a laugh with us, if you want to enjoy our conversation, just look for Jocup in whatever podcasting platform you use. And I also, in 2020, I started Agile coaching lab, which is a very unique program for Agile coaches to level up and to learn together. And that's about me. So I've been doing it for Agile coaching for a while. And I hope we can learn something together today. So what's the agenda? Let me try and move. Let me see. OK, yeah. The agenda for today is that we're going to start with feedback, because that's our starting point. We're going to acknowledge that there's huge value in feedback. And I want to, I think, emphasize at the very beginning that this talk is not about saying that feedback is bad. No, no, no. We'll actually start off saying that feedback is good and we need feedback. We're going to talk about a couple of feedback techniques. But then we'll move, OK, if this is feedback, we'll also explore some problems with feedback. And I will introduce the concept of fit forward. How is it different? How it can help us? And I will also introduce you to the guy who came up with the idea of fit forward. And then most of the over half an hour will be in breakout rooms doing an exercise based on the Troika consulting liberating structure. And at the end, we'll debrief in breakout rooms again and we'll conclude, OK? Debbie is helping me out with all the tech. So if you have any questions, probably best to ask in the chat. And I hope that Debbie can track the questions. And if we have time at the end, I'm very happy to take questions as well. I'm now just trying to move my videos. OK. I don't know how to do it now. Can you guys give me a second? Perfect. Sorry for that. All right. So what is the value of feedback? And I will go quite quickly through this because I'm assuming that if you are an Agilis, even if you are a beginner Agilis, I guess we all understand why feedback is valuable. So first of all, it is foundation for growth. Without feedback, it's very hard to grow. It's important for our growth. It's also important for growth of the people around us. It's also a source of improvement. If we get feedback for customers, we can improve our products. If we can get feedback from the teams working around us, we can take that for improvements of our team. If we get feedback on ourselves, we can improve our actions. So that's a huge value of feedback. And of course, we make mistakes. You are all humans. I'm probably gonna take many mistakes during this workshop. So if you guys can give me feedback at the end, I can correct my mistakes next time. So it's a great thing to correct mistakes. Without feedback, we're gonna be in our blind spots. Gonna have our blind spots. It's gonna be very hard for us to correct the mistakes. And with all of this in mind, I think the most important thing is that feedback helps us build psychological safety. Because, and especially if we can accept the feedback, if we can actually show people around us that, hey, they can tell us what's wrong, or how we can improve what mistakes we made. And as long as we can accept that and act on that, then people start being more courageous. They start saying, oh, I can speak up. Oh, I can say what I think. Oh, I can help others improve. So this builds psychological safety that we all need so much in our teams. And let's go to the chat. And I want to ask you what other values of feedback can you see, okay? So tell me what other values of feedback can you see? You don't have to wait with the enter thing. Just add it to the chat. I'm looking at each other right now. Let's hear your answers. What are my missing here? Motivation, yep, it can have motivation, nice. Recognition, awesome. Very good. Strength and connection. It can build trust, yes. It can show involvement because you care, absolutely. Yeah, it shows openness, transparency. Makes you feel connected. Chance to inspect and end up, yep, yep, yep, yep. Awesome. Yeah, I think we are on the same page. Cool. So I agree, learn and grow, awesome. Cool. So I'm very glad that we all agree that feedback is good and we need feedback. And let's have a look what kind of feedbacks there are because there are different types of feedback. And we often forget about that. So I like to think about three different types of feedback. I'm sure there are more, but I think that in our agile world, three types of feedback are the most important ones. And we're gonna talk about them in a kind of random order. So one type of feedback is product feedback. How can we learn what kind of product we are building? And this comes through customer interviews when you talk to customers and they can tell us, hey, I didn't really like your product. Hey, and when you added this feature, this happened. Or when you added that feature, that happened. Or, yeah, this is the feature I'm missing. So talking to customers constantly, we can learn what we can, how we can change our product, how we can improve, how we can fix our mistakes in the product. Focus groups is a different way of engaging customers when you have a group of people and you get them together to focus on a specific problem or specific idea and you work with them to get feedback on your product. Paper prototyping is another different way to get feedback on your product even before you build it. How can you use low fidelity wireframes on a piece of paper or on a mirror board or on a slides but low fidelity pretending as an actual product and get feedback and learn before you invest so much time and money into building it? Sprint reviews is probably the most common what we use just to show it to our stakeholders, our customers, our users and get feedback through Sprint reviews. And you inspect and end up the product itself but also the backlog. And you can also use tools like Mixpan and Hotjar for analytics, see what people are clicking, where they are going, what's the path throughout your system that people are using. You can use it again. Hey, where do our users drop out? Where's the problem in our system? Another way to look for feedback. Second type of feedback I like to call out is software development feedback. So how can we improve our software development process? And here we can use Linter and Compiler as the kind of first, almost first line of feedback. They're gonna tell you, hey, you don't follow the syntax, I cannot compile this code, I cannot run this code, you need to fix it. Your IDE is a great tool to give you feedback, especially if you use some plugins or settings that will highlight some of the problems in your code. It's a feedback, automatic feedback that you can get. Code metrics that you can use, cyclomatic complexity and all the other things that will tell you, hey, maybe you want to improve that code. Unit testing, just to get feedback, hey, I just wrote something that I didn't intend to break, I need to fix this. And to end testing, maybe making sure that there are some critical scenarios that we cover with end-to-end automatic testing that we can get feedback as quickly as possible. And all of this, of course, is around CI-CD pipelines. If we can have CI-CD tooling ready and working, we can get feedback on our code within minutes, if not even seconds sometimes. And the last kind of feedback I wanna talk about is people feedback. So how can you get feedback from people and about people and about teams? So retrospect is one of the best way to get feedback for yourself or the team to give feedback to each other. Per programming and mock programming, that's almost like the quickest feedback loop that we can have. If we can two people or more people even look at the same screen, that's a constant immediate feedback we can get. Per reviews of our code, that's an amazing way to get feedback. One-on conversations with your manager or your peers, again, way to get and receive feedback. Performance reviews, which often happens once a year, twice a year. In some comments, much more often. In some comments, it's continuous performance feedback. But this is a way to get and receive feedback. And with this in mind, I wanna very quickly go through three different techniques of feedback so that later on when we compare it to fit forward, you will see the difference, okay? Let me just get a simple thing. Okay, so there are, of course, there are hundreds of different feedback techniques. I will focus on three that are probably the most known to me on the ones that I use the most often. So there's the SBI feedback, also known as impact feedback, oils and clean feedback. So SBI feedback, SBI stands for situation behavior impact. So when you want to give someone feedback, you start with what was the situation that you were in? What was the behavior that you want to give feedback on and what was the impact of this behavior? So something like when you were in that meeting, when you raise your voice, the impact was that the team didn't feel safe to speak up. Okay, situation in the past, behavior in the past, and what was the impact in the past, okay? Oils is a similar but a bit different. You state your observation, what happened, you explain the impact, and then you listen. You give the person a chance to say what was happening for them, and then in the end you offer suggestion. So again, you observe what's happening in the past, you talk about the impact in the past, you help the person explain their behavior that happened in the past. The only difference that the suggestion starts talking about the future, which is a bit different, and that's where we start going into the more fit forward part. And clean feedback, which is my favorite tool for giving feedback, also one of the hardest for me, at least, clean feedback is about evidence, inference, impact. So first you give evidence, you describe what happened, then you say, what was happening in your head when you saw that behavior, and then you say, and the impact of that behavior was this and that. So you might say, when you were in that meeting, and when you raise your voice, what I was, the story I was making up in my head was that you wanted to take control of in the room. And the impact of that was that people might have stopped feeling safe. So there's the important part of inference, when you say, the story in my head was this and that. But again, you see the evidence is about the past, the inference happening in the past and the impact happening in the past. And I hope you can start seeing what I'm getting at, that feedback talks a lot about the past. It's feedback, okay? We're gonna get to that in a minute. So let's get to the point, if there is any problem with feedback. And I wanna start by saying that, if you look at it, and that was the purpose of me showing you different kind of feedback, I wanted you to start thinking, oh, there's a lot of ways to get feedback and we get feedback in different ways and different parts of our work and our life. And I would argue that we swim in an ocean of feedback. We get feedback all the time, right? And we know the power of, for example, work in progress. We know the scrum value of focus and we should focus. But if we are bombarded with feedback all the time, it's very hard to act on every piece of feedback. And I have some data from the US about the amount of feedback that we can get in our lives, okay? It's just from the US. So oops, in the US, but there's about 300 assignments at school every year, okay? So it means that every student gets at least feedback at least 300 times in a year. So almost every day they're at school, they get feedback. 30 million people are judged based on their Tinder profile. It's also kind of feedback. 500,000 ideas of entrepreneurs will be evaluated every year, right? This is feedback. 90% of us will receive performance feedback this year. And for me, I think one of the most shocking facts was this, that 824 million work hours are spent each year on annual reviews. So that's the amount of money that's spent in the US only on annual reviews, on giving feedback, providing feedback, gathering feedback. So there are huge amounts of feedback. We are asked to give feedback. We are receiving feedback feedback feedback. It's very hard to act on feedback. That's why today we are looking at at a bit different way of approaching it. Okay, so what are some of the problems with feedback? The main ones that I could think of were feedback makes us feel judged. When we hear feedback, we often, and if someone doesn't understand our intentions, we're gonna feel judged. And I want to offer an interesting observation that I made or probably I just heard it somewhere, to be honest. It was that we judge ourselves based on our intention and we judge others based on their action, right? So we judge ourselves based on our intention, which is in 99.9% good intention. So we judge ourselves on our good intentions, but people judge us on our action, which for them doesn't have to show the good intention, right? So if people give us feedback on our action and they don't know our intention, we will feel judged. How would it make sense? So people judge, we judge ourselves on our intention, other people judge us on our action. So we get feedback that we didn't ask for especially, we will feel judged. And because of that, feedback cannot, I know I said feedback can build psychological safety, but also if the feedback is provided, not in the right way, or it is not received in a positive way, feedback can actually destroy psychological safety in some cases. If it's misused, it can destroy psychological safety because if you give me feedback that I didn't ask for, I will feel judged. And I will start thinking, oh, this person doesn't understand me. Oh, now I said this and this person is giving me feedback on what I said. So I cannot be saying these things anymore. And feedback is useless and possibly even dangerous when it is unsolicited. It can break relationships. I know we talk that feedback can build connections, build relationships, but it also can destroy relationships if it is unsolicited. Because then the person who's giving the unsolicited feedback is almost there, status is above the person who received the feedback and doesn't make us partners anymore. And because of that, it makes us defensive. It makes us put a guard. It, you know, we start going into the, what's the word? Oh, I forgot to know. Fight of flight reaction, I got it now. And we get into fight on flight. Then we, you know, sometimes we snap. Sometimes we, yeah, we get angry. It's gonna give us unsolicited feedback. And the most important part that I was giving you hints on is that feedback focuses on the past which we cannot change. So you could see how you're looking at SBI, at OILs and then clean feedback. It was all focusing on the past. What was the situation in the past? What was the evidence in the past? What was the impact in the past? And another statement I want to offer to you and I want you to take it slowly, to think about this. It is that people can't control what they can't change, right? People can't control what they can't change. And we can't change our past, right? People can't control what they can't change. And we can't change our past. Which means that people often get frustrated when you give them feedback about something that happened in the past because they cannot go to the past and change it. That's why people often get disheartened if they're frustrated, if they're heartbroken because they cannot change the past because people can't control what they can't change and we can't change the past. Okay. You can see some messages in the chat. I will quickly have a look. Sometimes these negative feedbacks even demotivates us. Exactly, yes. It also depends on how this perceived, of course. Feedback is a non-issues. I'm not sure I understand that. It is always challenging to share and receive feedback. Yes, and feed forward, I think is a bit easier. These problems with feedback is this only when it's negative in nature, correct? Yeah, in most cases I would say, yep, yep. Yep, if you want to tell someone that they could do better probably. Okay, let's move to feed forward. One more message. The outcome for feedback is not accounted for in many ways and just forgotten. Exactly, exactly. All right, we're gonna explore if feed forward is any better. So welcome to feed forward. The main difference between feedback and feed forward is that feed forward focuses on the future. That's why it's feed forward. Let's feed forward into the future. And I want to emphasize again, I'm not saying that there is no place for feedback. There is place for feedback as well, but I want to give you another tour to your toolbox that may be more useful in certain situations, okay? So before we jump into some theory, I want to give you specific examples, okay? On the left, there will be feedback. On the right, there'll be feed forward, almost like how we would phrase the feedback as in feed forward way. All right, so first example, feed back might be you made a great progress on that feature. So imagine you're working with a developer and you say, you made a great progress on that feature, which is positive feedback, but it's focusing on the past. If you want to focus on the future, it might be in a hypothetical scenario. It might be, would you lead the training on that? So looking at what's possible, what's in the future? How can we use what we know, all the skills to build something new, to create some new possibility? Second example, that idea didn't work because whatever the reason, right? So telling some, hey, that idea didn't work because feed forward way might be, what if we add this next time and you explain what would you suggest to add? So focusing on the future, what could we do in the future instead of focusing what was bad in the past? And here feedback about velocity, telling the team you were supposed to achieve 20 points last sprint and feed forward might be, shall we try and achieve 10% more points next sprint? So focusing on the future. And Marshall Goldsmith, he's the very famous leadership coach, leadership mentor, wrote a number of books. He created the concept of feed forward. And I want to go through his statement around this. I'm just gonna let me check the time. Okay, we still have time. So let's look at what, how he introduced it, how he explained it. He said that quality communication between and among people at all levels and every department and division is the glue that holds organizations together. So quality communication is the glue that holds organizations together, okay? So quality communication is the glue that holds organizations together. And by using feed forward and by encouraging others to use it, leaders can dramatically improve the quality of communication in their organizations, ensuring that the right messages conveyed and that those who receive it are receptive to his content. So quality communication is the glue that holds organization together. And by using feed forward and by encouraging others to use it, leaders can dramatically improve the quality of communication in their organizations, ensuring that the right messages conveyed and that those who receive it are receptive to its content. And the last sentence we're gonna go through now is for me, it's the, it holds the magic of feed forward. So Marshall Goldsmith said, the result is a much more dynamic, much more open organization, one who's employees focus on the promise of the future rather than dwelling on the mistakes of the past. The result is much more dynamic, much more opened organization, one who's employees focus on the promise of the future rather than dwelling on the mistakes of the past. I hope we can see how focusing on the future can create dynamic, much more open organization with quality communication that becomes the clue that host organization. So let's go back to what is fit forward. What are the positives of fit forward? Again, it focuses on the future. It creates momentum for change. It invites change. It also invites development. It suggests how we can develop in the future. What's the change we can introduce in the future instead of dwelling on the past that we cannot change and the expanse possibilities? Would you like to do a training on that for others? Hey, is it possible to do 10% more story points or two more stories, use the stories next friend? It expands possibilities and allows for collaboration. Hey, next time I can help you. Next time we could do it together. That's some ways of giving fit forward. There's a great book by Joe Hirsch, The Fit Forward Fix, about dumping the past, embracing the future and leading the way to change. And there's a lot of ideas about fit forward in that book. Okay, but we have practice time. We have about half an hour to practice. Then we're gonna come back and we're gonna dig the grave. If you have something to write, you may want to take some notes on this because this will help you in the breakout rooms. Because when you put you into breakout rooms, we may not be able to help you out in the breakout rooms. We will try, but it might be quite hard. Okay, so how's it gonna look like? I've got two slides of this. So we will use breakout rooms and we will try to put you into breakout rooms of threes. Okay, we're gonna use Troika Consulting as a structure. Troika, we need three groups of threes because I can see we have 75 people which actually could work, but it probably includes Debbie and I. So it means 73 people, which means we cannot divide it by three. So there might be one or two breakout rooms and that's a group of two. Okay, I'll give an alternative for groups of two as well. But most of you will be in groups of threes. And I know that Debbie will do her best to make sure that you are in groups of threes. We will run as many rounds of the exercise as many people you have in your breakout rooms. Okay, so you have three people in your breakout rooms. You're gonna run three rounds. Every round is eight minutes long. So we're gonna run three rounds. If there are two groups, two people in your group, you're gonna run at least two rounds. You may actually run a bit more because you will have some spare time. So the time box is 30 minutes. So I asked Debbie to set up the breakout rooms for 30 minutes. Each round takes eight minutes. So we've got three times, eight minutes, plus we give you some slack time because when you join the breakout room, you probably wanna say hello. Hey, I'm from this city. I'm from this country. Hey, how are you doing? It's probably gonna take you a couple of minutes to organize yourself. Then you start and at the end, you may wanna have a bit of a chat at the end. So time boxing is very important and we ask you to time box yourself in the breakout rooms. So we, because different breakout rooms may be at different speed, I'm not able to time you guys. So I ask you to nominate one person in the room to be your timer and time yourself. It's very easy to go over time. So I will give you times for each part of the exercise and please keep to the time boxes, okay? Okay, and before I share more details on the second slide, I want you now to spend one minute pick one challenge that you have when it comes to your Azure practice and our coaching. You will use this challenge in the exercise, okay? So write it down, take a note on your phone, on a post-it, in your notepad. Pick one challenge that you have when it comes to your Azure coaching, Azure practice. I will give you one minute in silence now. I will actually go on mute. I will read that it was happening in the chat and we'll continue after one minute. Okay, I hope you're ready. Let's go into more details about the breakout rooms, okay? All right, so when you get to the breakout rooms you need to decide who's gonna start this person A, person B and person C. And because you're gonna run in most cases three rounds, you will switch these roles as you go, okay? But you need to start, hey, I'm gonna be person A, someone's gonna say I'm gonna be person B and I'm gonna be person C. Then we start, person A describes their challenge and person B and C, they listen in total silence. And this happens for one minute. So if I'm person A, I say, hey, currently I'm challenged by this team. This is happening, I tried already this and that. This is the leader that I have problem with. This is the lack of trust that I'm dealing with. Person A speaks, person B and C, they just listen. And some of you wanted to practice listening, that's your time. After this one minute, person B and C ask questions to get more context. So person B and C can unmute themselves now and ask questions. And person A briefly answers the questions with the emphasizing briefly, because you have only two minutes and you have to give a chance to ask as many questions as possible so that B and C get a bit more context. So don't go on and on with your answers because then you will not allow B and C to get the context. Okay, you have two minutes for that. And then we go to the most important part, most important part of this exercise. Person A, after these two minutes of asking questions, person A, mute themselves and turns their back. So you mute yourself in Zoom and you turn your back like this. I hope you guys can see me. So you shouldn't be looking at the screen. And there are three reasons for that. First, if we cannot see the screen, it means our listening is much more sharp. We listen much more. Okay, that's first of all. Second of all, if people B and C, persons B and C, they cannot see our face. So they cannot see how we react. So hopefully there will be more free to provide some fit forward for you. They will not be looking at your face and see how you react. Most importantly, the third reason why we do this is that you will see that this feels quite awkward, quite weird. And when we do something that is a bit different and weird, our whole senses, they activate and we can focus much more on what's happening. We are very present. So by muting yourself and turning your back towards the camera, you activate all of these different receptors in your body that can help you focus and listen. And it's gonna feel weird, but I ask you to do it. Try it out. So, oops, sorry, problem resumed. So during that time, it's gonna take four minutes. Persons B and C discuss the challenge and possible ways forward. And person A listens. Person A, you don't shake head. You don't say anything. You are muted. In persons B and C for four minutes, you discuss the challenge and possible ways forward, giving fit forward. And after four minutes, person A turns their face towards the camera again. You come back, you unmute yourself and you say, thank you. And then you share one thing you want to take and do in the future. And you do it for maximum one minute, okay? So that's our plan for today. So one minute, two minutes, four minutes and one minute. Eight minutes together, and then you switch roles and you do it again with different person B and person A with different challenge and so on and so on. I can see something in the chat. I am not aware of how to give fit forward except for the example I said. Well, does it all chance to practice? Vidya, does it chance to practice? You will see a challenge and you can suggest what's the way forward, okay? Give it a go. That's why it's a workshop. Thank you. Yes, thanks for being so open. Cool, all right. Let's see if we have any more questions in the chat about our structure. Okay, I cannot see everything Debbie. I think we can start the break-in rooms. It should be everybody coming back in now. Yeah, we couldn't complete for the third person. Same here. Same here. We were lucky. We were a team of four and we pitted to two. Oh, okay, okay. I hope you had a chance to practice and experience fit forward and see how it was different. We had a couple of people staying in the main room and we had a bit of conversation how it could be a good addition to the toolbox and not as a way to ditch feedback. We're not saying that. It just is a different way of thinking and looking at possibilities and looking in the future. So we are running later than I expected, which is fine. I expected and adapted and we cannot do a debrief in a different way. By doing how we started, so we're gonna use the chat. I have four questions for us to explore. So we'll post the question in the chat, type your answer, don't hit enter. Let's give everyone a chance to think and then we're gonna hit enter at the same time and we're gonna read our answers, okay? So I have very open questions so we can answer them however you want. The first question is, what did you observe in the breakout rooms? Was it a very generic observation? What did you observe? What happened? Okay, hit enter. Let's see. What did you observe? I'm gonna read some of them. Was a very open discussion. Some genuine issues and great ideas to counter them. Amazing, that was supposed to be a bonus of this session, getting some ideas how to move forward and healthy open discussion, good. Discussion suggestion to others, valuable inputs, amazing. It was really fun to meet and instantly connect with two strangers. We'd love to meet them again and continue the discussion, appreciated their feedback forward. If we ask for help, we get it. People for help for something to look forward. Yes, discussion leads to solutions. Cool, awesome. All right. Second questions, it's basically two questions. One is, what knew that you experienced and what was surprising? So what knew that you experienced and what was surprising? Again, I will give you maybe four seconds, try to hit enter and then I'm gonna hit enter at the same time. Okay, let's hit enter. Most of the people face same similar issues. Yeah, that's very true. New ways of analyzing a problem, knowing I am not alone in this. Cool. Most of us face similar challenges, refreshing solutions instead of being pointed at. Yes, that's what fits forward this force on you. Surprising that the issues were quite similar. Yeah, things through a problem domain and provide a way forward. Yes, not looking at the screen, help me concentrate on listening. It was surprising the other participants. Yeah, yeah, yeah. Interesting, interesting. Cool. Second to last question. How was it different from a feedback experience? How was it different from feedback? Type down your answer, just don't hit enter. And okay, let's do it. How was it different? Direct solution to on your problem. The feeling of not being judged was amazing. That's super cool. Awesome, more openness and transparency. Feedback sometimes look like blame. It does, but this focus on solution. Yes, it was very constructive, more interactive. It was not a pinpointing exercise, good solution to problems. She thought it looked more of a positive approach. Yes, I wasn't judged that I didn't make time in the past for something, it's awesome. Great. And as you mentioned, it's focused on solutions. And of course, not every time is good for providing solutions, right? So there's time for coaching when you ask a lot of questions. There's time for solutions, there's time for feedback, but I hope it gives you a bit of a different tool that you can use now and maybe explore a bit more. The last question or a sentence to finish, okay? Before I show you my goodbye slide, sentence to finish, one idea I would like to try. What would you like to try? What's your one main takeaway from this? 30 seconds, write it down. Okay, enter. Deep active listening to better fit forward. Yes, nice, fit forward with solutions to my team. Amazing, one on one with people I didn't have before. So cool. I have more futuristic approach than digging past with facts and figures. Yeah, that can be an alternative. Rephrase the feedback into fit forward, amazing. Try to exercise with my team. Sure, I do it once every couple of months. Try to convert any conversation into a positive conversation. Defending try fit forward, fit forward always, nice. Open discussion for fit forward to improve teamwork. Amazing, cool. Yeah, that's basically me. I don't think I even have to show the last side I prefer to see you and to away with you. Find me on LinkedIn, just search for my name. I'm in New Zealand in Auckland. Look for the podcast called JoeCoop. It's on Spotify, on Apple podcasts everywhere basically. And azurealcoachinglab.com is my training program. Yeah. I keep talking on LinkedIn. That's probably the best way to find me. It was lovely to host you, lovely to be with all of you. Thank you for spending your time. Yeah, I feel it was privilege to be here. Thank you, and thank you, Debbie. Yes, thank you, Debbie. Thanks for the warm welcome.