Feedback en 5 Minutos

Twelve weeks, twelve short feedback conversations: a quarter (January-April 2027) as the lead of a seven-person customer analytics team at a fictional Madrid logistics software company, with people in Madrid, Bogota and Mexico City.

Block 1 (downward): a report sent to the client with wrong figures (a 20-minute praise sandwich, five minutes the same day on the facts, the impact and a question, or calling him careless), a colleague who automated a reconciliation (a generic well done, nothing, or specific recognition of what she did and what it changed), a colleague who interrupts in meetings (wait for the June review, a five-minute call after the meeting, or stopping him in front of everyone).

Block 2 (upward and sideways): a director who changes priorities on client calls (stay silent, go around him, or a ten-minute concrete request), late data from a senior lead in Mexico City in a more hierarchical team (a long email listing every delay copied to her director, a one-to-one call adjusted to the hierarchical distance, or a blunt message in the two teams chat), and a report who tells you your reviews block her (defend yourself, say noted, or thank her, ask for an example and commit to a change).

Block 3 (follow-up): the first colleague improves with one slip (assume it is solved, a five-minute check with data, or secretly checking all his work), the interrupter relapses (repeat the message, a formal written warning, or naming the pattern and agreeing a signal), and a joke about a colleague age and accent on a department call (let it pass, laugh along, or deal with it in private the same day).

Block 4 (the habit): the team feedback routine (the annual review, a public monthly ranking, or a weekly one-to-one with feedback both ways), recognising the senior lead improvement (nothing, an emoji shout-out, or a short call and an email with the facts to her director), and the quarterly note in a file (generic, specific with no surprises, or new criticisms never discussed).

The model is deterministic and weekly: each conversation lands a share of the problem it addresses, scaled by team trust and by the reps already done well; without follow-up half of an improvement slips back; open problems cost team hours every week.

The score combines the quality of each rep with hours lost, team trust, speak-up, minutes per conversation and a respect index, and is capped when feedback is given in public or the lead joins a joke about a colleague age, falling with the number of witnesses. Spanish (primary, Spain) and English.

Una simulación de nivel intermedio para participantes que ya conocen los conceptos básicos de la materia, pensada para programas de máster y MBA.