Sparring in action
These software developers give feedback on their Product Manager’s planned innovation cycle upgrades.
This HR Director gets the team’s feedback on her draft ‘Healthy Habits’ employee rewards program.
Sticky notes from an events team that sparred on a draft plan for a new virtual guest panel series.
What you'll need
Remote
Video conferencing with screen sharing
Digital collaboration tool (see templates)
In-person
Printouts or screenshare of your work
Whiteboard
Markers
Sticky notes
Timer
Optional templates
Atlassian Templates
What is Sparring?
In the world of teamwork, sparring has nothing to do with fighting, so go ahead and put those boxing gloves away. Instead, sparring is a way of getting feedback at work in a way that helps move your work forward without making anyone feel uncomfortable or hurt in the process. While the idea of peer feedback might seem scary – both from the perspective of the giver and the receiver – it’s a crucial part of elevating processes, workflows, deliverables, and team relationships. Use the Sparring Play to ensure the peer feedback you get is topical, diverse, and given in a psychologically safe environment.
Instructions for running this Play
1. Prep 15 MIN
For remote teams, start by creating a new collaboration document, using one of the templates above if you’d like.
Send this document and any other documents which need to be reviewed before the meeting to your attendees. Have your content available digitally, and be prepared to share links or your screen for sparring.
For in-person teams, send any documents which need to be reviewed before the meeting to your attendees. Find a whiteboard, markers, and sticky notes. Print out the content you’d like to spar as large as possible to allow for easy reading and markup.
TIP: ADVANCED READING
Sparring is intentionally short to get a lot of feedback quickly. Send context in advance for attendees to read up on, like customer data or competitive analysis.
2. Set the stage 5 MIN
Start the meeting by:
- Briefly describing what you’re working on
- Explaining why you’re looking for feedback and how you’ll use it
- Outlining what areas you’re looking for feedback on (and what areas you aren’t)
TIP: OUTSIDE PERSPECTIVES
Invite a mix of people familiar with your work and those who aren’t. Outsiders bring fresh perspectives.
3. Gather feedback 10 MIN
Set a timer for 10 minutes. Have attendees review your work and add feedback. This could be things they like, things they’d change, anything they’d get rid of, or any questions they have.
Encourage them to mark up the work itself with markers, sticky notes, or comments. Or, gather notes using one of the templates above.
TIP: SOUND OF SILENCE
Silent writing allows space to think and input from quieter team members. It keeps the focus on feedback instead of discussion.
4. Discuss 10 MIN
Review the team’s feedback. Identify any recurring themes, and discuss your understanding of the feedback to ensure you’re all in agreement about what the feedback is referring to.
Discuss your reasoning behind choices you made in the work, and be open to new ideas for improvement from the team.
TIP: CONSTRUCTIVE CRITICISM
When giving feedback, acknowledge the positives and provide specific recommendations for how to improve the work.
TIP: GOOD INTENTIONS
Receiving a lot of critical feedback can be tough. Remember it isn’t personal. This is about improving your work with people who want to help.
5. Wrap up 5 MIN
Thank attendees for their participation and feedback. Let them know the next steps you’ll be taking with your work and when they can expect to hear back on your next iteration.
TIP: GOOD INTENTIONS
Receiving a lot of critical feedback can be tough. Remember it isn’t personal. This is about improving your work with people who want to help.
Follow-up
Review the feedback
After the Play, take some time on your own to organize and review the team’s feedback. Follow up with attendees if you have any questions.
Round 2
Once you’ve incorporated the feedback, consider scheduling a second sparring session to further refine your work.
Variations
Leave the room
During the feedback gathering portion, have the presenter leave the room. This allows attendees to focus on writing feedback rather than engaging in discussion with the presenter.
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