(highlight:: Techniques for Soliciting Constructive Criticism
Summary:
Soliciting constructive criticism can be achieved by asking for specific areas of improvement, challenging others to provide feedback, and critiquing oneself to encourage others to share their thoughts.
Transcript:
Speaker 1
So every time i get off the stage, you know, usually somebody'll say, oh, you know, that was, that was great. Or, thanks, yes, that's not useful to me, right? So i'll always say, what's the one thing i can do better? And i've kind of drafted them, against their will, into my challenge network eris sometimes they say, well, you know, nothing. And i feelii have to push them a little bit. And so i've, i've started that, i guess i've gotten a little edgier about this over the past few yearsand i'll say, ha, you know, it's funny, i thought you had higher standards than that. You couldn't find a single thing i could improve on. You really think this is perfect? Come on. And then, if if they won't give me anything, i will criticise myself out loud, and i'll say, look, here are the three things that i think i did poorly. Tell me if you agree with any of those. And then what i'm missing. And then i've never had somebody just completely plunt at that point. They always offer something,)
- Time 0:31:58
- feedback_solicitation, 1socialdont-post,

(highlight:: Create a User Manual of Yourself for Others
Summary:
Creating a user manual for yourself, including strengths, weaknesses, triggers, blind spots, and insights for working effectively with you, enables others to understand and collaborate with you more easily.
By soliciting feedback from colleagues and using their input to enhance self-awareness, you can provide new team members with valuable insights about working with you, facilitating quicker and more effective collaboration.
Transcript:
Speaker 1
He said, you know, when i buy a new car, it comes with an owner's manual, so i know how to operate it. But when i work with a new person, whose way more complex than a car, i don't get anything. And so i'm kind of starting from square one, when fact, they have all these experiences that could teach me something from their past about how to work with them better in the present And the future. And so what he did, same as orschol nick, he sat down and he wrote up one pager on how to work with him effectively. What are his strength what are his weaknesses, what are the triggers that bring out the worst in him? What are the the moments that bring out in the best in him? And then he didn't stop therehe asked his team to write their user manual for him, so that he could gauge his own self awareness. And of course, he found the team's os is much more ecihtful and accurate than his own, because of the blind spot factor in part. But now every new person who works with him gets that one pager and gets to immediately start as if they'd known him for a month or two, and say, ok, you know, here are the things i might want To adapt if i want to be really affective with this nager. And so i've gone, i've gone and done that. I asked a bunch of people who worke with me to write my user manual. Andit is very simple. The questions are, what are my strengths? What brings those out? What are my weaknesses? What brings those out? What are my blind spots? And what do you know now about working with me that you wish you had known when we first started working?)
- Time 1:31:50
- collaboration, ways_of_working, 1socialpost-queue,

(highlight:: Techniques for Soliciting Constructive Criticism
Summary:
Soliciting constructive criticism can be achieved by asking for specific areas of improvement, challenging others to provide feedback, and critiquing oneself to encourage others to share their thoughts.
Transcript:
Speaker 1
So every time i get off the stage, you know, usually somebody'll say, oh, you know, that was, that was great. Or, thanks, yes, that's not useful to me, right? So i'll always say, what's the one thing i can do better? And i've kind of drafted them, against their will, into my challenge network eris sometimes they say, well, you know, nothing. And i feelii have to push them a little bit. And so i've, i've started that, i guess i've gotten a little edgier about this over the past few yearsand i'll say, ha, you know, it's funny, i thought you had higher standards than that. You couldn't find a single thing i could improve on. You really think this is perfect? Come on. And then, if if they won't give me anything, i will criticise myself out loud, and i'll say, look, here are the three things that i think i did poorly. Tell me if you agree with any of those. And then what i'm missing. And then i've never had somebody just completely plunt at that point. They always offer something,)
- Time 0:31:58
- feedback_solicitation, 1socialdont-post,

(highlight:: Create a User Manual of Yourself for Others
Summary:
Creating a user manual for yourself, including strengths, weaknesses, triggers, blind spots, and insights for working effectively with you, enables others to understand and collaborate with you more easily.
By soliciting feedback from colleagues and using their input to enhance self-awareness, you can provide new team members with valuable insights about working with you, facilitating quicker and more effective collaboration.
Transcript:
Speaker 1
He said, you know, when i buy a new car, it comes with an owner's manual, so i know how to operate it. But when i work with a new person, whose way more complex than a car, i don't get anything. And so i'm kind of starting from square one, when fact, they have all these experiences that could teach me something from their past about how to work with them better in the present And the future. And so what he did, same as orschol nick, he sat down and he wrote up one pager on how to work with him effectively. What are his strength what are his weaknesses, what are the triggers that bring out the worst in him? What are the the moments that bring out in the best in him? And then he didn't stop therehe asked his team to write their user manual for him, so that he could gauge his own self awareness. And of course, he found the team's os is much more ecihtful and accurate than his own, because of the blind spot factor in part. But now every new person who works with him gets that one pager and gets to immediately start as if they'd known him for a month or two, and say, ok, you know, here are the things i might want To adapt if i want to be really affective with this nager. And so i've gone, i've gone and done that. I asked a bunch of people who worke with me to write my user manual. Andit is very simple. The questions are, what are my strengths? What brings those out? What are my weaknesses? What brings those out? What are my blind spots? And what do you know now about working with me that you wish you had known when we first started working?)
- Time 1:31:50
- collaboration, ways_of_working, 1socialpost-queue,