Management 3.0

Feedback Wrap – nutrition for learning & motivation 

7 lessons learned using Management 3.0 practices 

Over the past two and a half years I have been experimenting with various Management 3.0 practices as a licensed Management 3.0 facilitator. I guess I have always had the mindset, and I always thought that the underlying principles were key, but seeing it bundled together had a huge impact on my thinking. Since one of the key concepts is to learn faster and to run experiments, that’s just what I did. Some of the practices worked like charm, some we adapted and some we put away after trying them out. 

So, without further ado, here are my lessons learned: 

What is it? 

Let’s start with what it is not: a feedback sandwich, i.e. negative feedback in between positive feedback. The wrap consists of 6 elements providing a lot of context to the receiver of feedback. 

Why is it useful? 

The feedback wrap (or feedback in general) serves two key purposes: It allows everybody to learn and get better. If you give a presentation – how do you know whether it was good or bad without feedback? If you write a user manual – how do you know whether people understand it or not without feedback? 

The second purpose is motivation. A lot of people love receiving feedback. It is actually one of the most important things people look for in a manager. 

How did I experiment? 

I’m one of those people who love receiving feedback. That’s why I strive to give feedback as well. I experimented in a number of different ways: 

  1. I used the feedback wrap as described by Jurgen Appelo 
  2. I used a light-weight version „I like – I wish“ 
  3. We used it collaboratively in team meetings 
  4. I used the super-light-weight version of gratitude 

What did I learn? 

The more you experiment, the more you learn (that’s the whole point, isn’t it?).  

  • The feedback wrap didn’t work so well. I see my colleagues pretty much every day. In fact, we’re sitting in the same room. Written feedback resulted in raised eyebrows. Describing my context resulted in some loughs. In the end, my colleagues where happy about receiving feedback, but the format didn’t really work for us 
  • Every week, I blocked some time to reflect on the week passed, what happened, what my team was doing etc. For everybody on my team I formulated some thoughts (I like – I wish). During regular one-on-ones I shared the feedback. This worked really well in our context. 
  • But why am I the only one who’s giving feedback? Everybody can do that. So I put it on the agenda of our team meeting. That didn’t go too well… People were reluctant. „I can’t judge my colleague“. „I don’t really know what he/she is doing“. „That’s not my responsibility“. Instead of making it part of our bi-weekly team meeting, we’re now giving each other feedback every 4-6 months. Better than nothing but not quite where I’d like to be. 
  • Should we build on our strengths or improve on our weaknesses? Maybe a bit of both, but the former led to another idea: Why not just show my gratitude every day to someone? Someone who did an outstanding job for our team. Someone who helped me. Someone who supported a colleague. The possibilities are endless, and a short note of gratitude is positive feedback. This works like a charm. 

More Information 

In case you want to learn more, I would recommend reading a book or two or attending a training: 


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