Approachability is an advantage. Making coaching easy is an advantage. This tool minimizes the effort to manage expectations, manage perceptions, and share helpful feedback across three communication channels.

Innovation should take inspiration from an expanded view of the Performing Arts - the Empathetic Arts. The world of innovation has much to learn, benefit, and profit from audience-centric collaboration that has a great employee experience.

Barriers, Risks, Issues, Questions (BRIQ) - until you know exactly what to do with them, get them on paper somewhere - a kind of parking lot!

Your colleagues, especially your manager, need to know if you’re bored, buried, or somewhere in between. Share your workload so the team can balance the workload!

Perceptions of health are important! They can be as easy to share as Red, Yellow, and Green. THEN the conversation starts!

In a fast-moving world, you need a simple framework for weekly reflection. Your colleagues don’t have to finish and share every sentence every week, but everyone must be thoughtful of these every week. Own your praise. Own your critique. Own your silence.

Don’t rely on HR to define and govern feedback. Own it. Conduct it yourself. Be approachable. Groom it in others. Isolate feedback into three communication channels: email etiquette, meeting etiquette, and deliverable contribution. Neutralize personality conflict. Ask and negotiate “What do you want me to do differently?”

A culture of reflection, honesty, and humility leads to healthy organizational improvements. Asking the two questions, “What did we do well?” and “What could we improve?” is lazy. These breed mediocrity and fail to bring out people’s best ideas. There is a pattern in the problems. Micro-mentor yourself monthly using constructive language. Make your success inevitable.

Details of your Current State that help you determine the most compelling innovations to pursue.

High-level and detailed names of how your customer experiences your products and services, in their language and through their lens.

Every innovation professional should have a grasp of the share of their time they spend on innovation, versus operations, versus chaos. Managers should be approximately on the same page with their employee’s view of their pie chart.

Frameworks for feedback can be simple and helpful! Here is one such framework. For every point of feedback, ask reviewers to share these three ingredients.