These are some practical outlines for enablement leaders, managers, and team champions, but remember: Get approval before trying to just launch into something. If you're an individual contributor, yourr manager should sign off on the content!
One of the best parts about Carefrontation is that it doesn’t require a massive overhaul or fancy platform to get started. At its core, it’s about building a culture where people give and receive feedback with candor and care. But how you lead a workshop on it may depend on your role. So, we’ve pulled together three different workshop outlines, each tailored to a different level of influence and resourcing. Whether you’re in enablement, a frontline manager, or a team member who wants to make a difference, there’s a path forward for you.
1. Enablement Leader: Full Backing + Time to Build
If you’re in an enablement role with full support, you have the opportunity to craft a rich experience that sets the tone across teams. Here’s a full-bodied 60–90 minute workshop structure:
Workshop Objective: Equip participants with the skills to give and receive feedback using Carefrontation principles.
Outline:
- Introduction (10 min): Frame the session with what Carefrontation is and why it matters. Share stats or stories from the organization.
- Icebreaker (5 min): Quick "Best feedback you’ve ever received" share-out.
- Mini Presentation (10 min): Overview of Radical Candor and how Carefrontation reframes it.
- Role-Play Scenarios (15–20 min): Break into groups to practice giving Carefrontation-style feedback in common sales scenarios.
- Group Discussion (10 min): Reflect on what felt easy or hard. Capture insights.
- Teachback (10 min): Small groups create “Carefrontation Do’s & Don’ts” lists and share back.
- Action Planning (10 min): Everyone writes down a feedback conversation they plan to initiate within the next week.
- Follow-up: Provide templates, feedback starters, and a short anonymous survey to gather input.
Bonus Tip: Record the session or turn key materials into an internal resource so others can replicate the workshop.
2. Manager: Authority to Run, Limited Time/Resources
As a frontline manager, you may not have time to build out formal content, but your leadership presence and ability to influence culture give you a lot of leverage.
Workshop Objective: Start building a team habit of direct, respectful feedback.
Outline (30–45 minutes):
- Opening (5 min): Share what Carefrontation means to you as a manager. Give an example of feedback that helped you grow.
- Concept Discussion (10 min): Introduce the idea of Carefrontation—“Candor with care.” Use a simple visual or whiteboard example.
- Live Exercise (15–20 min): Ask the team to pair up and role-play giving feedback using the phrase: “What I appreciate about you is ___, and what I think you could work on is ___.”
- Debrief (5 min): Ask, “What did that feel like?” and “How can we bring this into our daily work?”
- Next Step (5 min): Encourage each person to identify one person they’ll give feedback to this week.
Optional: Set a recurring 10-minute segment during your team meetings for “Carefrontation Practice.”
3. Team Member: No Formal Authority, but Permission to Lead
If you’re a team champion with the blessing of your manager, this is a great opportunity to lead by example. Keep things low-key, collaborative, and rooted in shared growth.
Workshop Objective: Build awareness and confidence around giving honest, helpful feedback.
Outline (20–30 minutes):
- Welcome & Framing (5 min): “This isn’t a formal training, just a way for us to learn how to support each other better through real feedback.”
- Short Video or Article Recap (5 min): Share a short article or 2-minute summary of Radical Candor/Carefrontation.
- Group Conversation (10 min): Ask: “Why is feedback hard?” and “What would make it easier on our team?”
- “One thing I think you do really well is ___, and one thing I think could help you improve is ___.”
- Close (5 min): Thank everyone, share a resource, and ask: “What’s one thing we could try as a team to make feedback easier?”
Pro Tip: Offer to summarize key takeaways and share them with your manager to show value and momentum.
Final Thought:
You don’t need a title to lead a great workshop. You just need a clear goal, a little structure, and a commitment to making feedback more human. Carefrontation is most powerful when it’s lived daily, not just talked about in workshops.
Which version fits your situation best or how would you remix one of these outlines? Share your thoughts or add your own approach in the comments below!
