I’m a fan of the SKS method of feedback in the workplace (though I have had few opportunities to apply it myself).

The SKS method is:

  • What should I stop doing?
  • What should I keep doing?
  • What should I start doing?

When feedback can be given in a frank, open and psychologically safe environment, I think feedback can be very honest and constructive, and really help each party improve.

This seems to be rarely the case in workplace situations, doesn’t it?

From the HBR article:

The specificity of knowing what we should quit, continue, and start doing anchors us in reality… The SKS also counteracts our tendency to avoid seeking out other people’s opinions of our attitudes and behaviors. When you are feeling the worst about yourself, you don’t ask for more feedback. You don’t want to know. You use the excuse that you are already being tough on yourself, so you don’t need anyone else to be harsh. This rationale creates a vicious cycle where there is no need for you to learn of other views or ask for help. If you don’t hear the hard truth from others, you don’t have to acknowledge that it’s real. The SKS process breaks the hold our illusions have on us.


By the lake

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Food: kiwi fruit, bananas, honey murcott mandarins, 500g strawberries, vege burger with sweet potato wedges, beans and salad, ice cream

Workout: 5.8km run at 5.32min/km with four 30 second sprints

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