Hey guys, and welcome to the second step of the wind process impact. So you've already heard me say, I want you to think about how forceful Do you want your wind to be? And then go off and observe what is actually going on seeing what patterns are there, and how we can use these data points to describe the impact it is having on you, that person, and even the work environment. So how do you go about doing that? Well, remember that investigator had I told you about, well, now we want to take that investigator have one step forward. I need you to start interpreting what it is you're seeing the behavior statements, the tone of voice, maybe your own emotional reactions, and the interpretations are going to serve you.

They will be very helpful to understand neutrally what is going on. So let me let me give you a series of questions that will help you do just that. The first one is How did it affect you? Right? You want to give this feedback for a reason. And understanding why it's affecting you is the first place as to why?

Well, you even want to say anything. Imagine you're giving your feedback to your boss, your boss, for whatever reason, startups are known to be has really bad personal boundaries, even professionally, asking you to go beyond what it is you're supposed to do at the startup on up, say, a weekend. He gives you a call. He tells you, Hey, I really need this report done tonight. I'm on a hurry. Can you go off and actually print out some things for me and leave them in the office?

So I have them there tomorrow when I go in on Sunday. It's your Saturday. It's your weekend. For some reason or another. You don't want to give them the feedback that No, I don't want to do that. And instead, you want to tell them that Okay, let's just do it.

You're resigned but If you were to give them feedback, you would say that your role and your duties hopefully outlined through a contract, or some other guideline says that you're not supposed to work on a Saturday. And that you would appreciate it if you went to someone else. Trying to figure out why it affects you, and the person on in business case for it are really important. Second step is how does it affect his or her job? This is a really important step because what it's doing is giving you a perspective into that person's mind. And you have and if you have that curiosity mindset can be really helpful to obviate what could otherwise be contentious situations and or reactions.

That may be troubling later on. And so this step is important because then you take that other side and that other perspective to help you go forward. Third, you want to see how does it affect the work environment? Let's go back to the previous example. I gave you have Boss telling you to do something on a weekend. It could affect the work environment twofold.

One, it could obviously prevent your boss from doing his job, but two in a positive way, it makes very clear professional boundaries as to what should be and shouldn't be allowed, which is what we all want anyways in our working relationships. So when you're thinking about these things hone in on why, why it affects you, how it affects them, and how it affects the business. Because the business the third point is going to be really important. And it'll be helpful for understanding in the long run the business case for why it is you want to give them that feedback. But the one thing I should say is, when giving feedback, you want to make it a generic label of impact. Let's boil down with the word generic means in this context, want to make it boilerplate applicable to anyone goes back to the not personalizing aspect.

To feedback. And if you could do this really important, if you can do this step really well, it actually, as I said before, will slide in really easily. So let's look at some type of labels that are most common. These can be inefficiency, duplication, miscommunication, ambiguity, as well as personality. And the last one is going to be a little difficult, because personality is one of those things that Well, a lot of people take personally seems as though you're attacking who they are. And for people whose identity is wrapped up in the workplace, it can mean that you are attacking them in their position as it is, so tread lightly when it comes to personality.

But sometimes we need to bring those things out. Because if you're in a client facing role, or you're otherwise navigating some aspect of the business that requires interpersonal relationship building, personality can be a big one. So when you're doing all of this, and as I Instead, each step built on the other, you want to create an impact statement. Even doing this five minutes beforehand can save you a lot of trouble in the long run. Because it means when you come in, you not only are prepared, but it shows that you are doing your homework and allowing the observations to otherwise help you understand what is going on. Here you say when you insert the observation it blank.

So, an example of that, say, when you call me on the weekend, it leads to a miscommunication over what it is I actually do here. When you don't send me the reports by Friday, it leads to unnecessary duplication by someone else. In this way, you are not attacking the person but you're getting to the heart of the issue, which then makes feedback much more well received. So think about that as we continue going forward and learn how to To build impact statements as a way of best practice when giving feedback