Quotes About Feedback

Call attention to people's mistakes indirectly.

Adular es decir a la otra persona lo que se piensa de uno mismo".

One misconception about highly successful cultures is that they are happy, lighthearted places. This is mostly not the case. They are energized and engaged, but at their core their members are oriented less around achieving happiness than around solving hard problems together. This task involves many moments of high-candor feedback, uncomfortable truth-telling, when they confront the gap between where the group is, and where it ought to be.

I'm giving you these comments because I have very high expectations and I know that you can reach them.

It demoralizes people just to hear that they are doing "something" wrong without knowing what the specifics are so they can change.

An artful critique focuses on what a person has done and can do rather than reading a mark of character into a job poorly done. As Larson observes, "A character attack—calling someone stupid or incompetent—misses the point. You immediately put him on the defensive, so that he's no longer receptive to what you have to tell him about how to do things better.

Smart practice always includes a feedback loop that lets you recognize errors and correct them - which is why dancers use mirrors. Ideally that feedback comes from someone with an expert eye - and so every world-class sports champion has a coach. If you practice without such feedback, you don't get to the top ranks.

Smart practice always includes a feedback loop that lets you recognize errors and correct them - which is why dancers use mirrors. Ideally that feedback comes from someone with an expert eye - and so every world-class sports champion has a coach. If you practice without such feedback, you don't get to the top ranks. The feedback matters and the concentration does, too - not just the hours.

And one of the paradoxes is that leaders, the higher they go, the less vertical feedback they get on how they're actually doing, because people are afraid to tell them. So leaders can go off in a direction thinking they're doing fine, not realizing they're not

apunta: «Los ataques al carácter de alguien (llamarlo estúpido o incompetente) no sirven para nada. El otro se pone de inmediato a la defensiva y deja de ser receptivo a las recomendaciones que tenemos que hacerle para que mejore.»

In a company everyone is part of the system, and so feedback is the lifeblood of the organization, the exchange of information that lets people know if the job they are doing is going well or needs to be fine-tuned, upgraded, or redirected entirely. Without feedback people are in the dark; they have no idea how they stand with their boss, with their peers, or in terms of what is expected of them, and any problems will only get worse as time passes.

A character attack—calling someone stupid or incompetent misses the point. You immediately put him on the defensive, so that he's no longer receptive to what you have to tell him about how to do things better.

acquisition of skills requires a regular environment, an adequate opportunity to practice, and rapid and unequivocal feedback about the correctness of thoughts and actions.

There is no failure. Only feedback.

Facebook needs three buttons, "Like", "Dislike" and "Stop being stupid."

I praise loudly. I blame softly.

Learning would be exceedingly laborious, not to mention hazardous, if people had to rely solely on the effects of their own actions to inform them what to do.

Failure is an amazing data point that tells you which direction not to go.

Thank everyone who calls out your faults, your anger, your impatience, your egotism; do this consciously, voluntarily.

What did you guys fail at this week?" "If we had nothing to tell him, he'd be disappointed," Blakely said.

Multitracking keeps egos in check. If your boss has three pet projects in play, chances are she'll be open to unvarnished feedback about them, but if there's only one pet project, it will be harder for her to hear the truth. Her ego will be perfectly conflated with the project.

It's as though the leaders aspire to create a complaint-free service rather than an extraordinary one.

At work and in life, we often pretend that we want truth when we're really seeking reassurance: "Do these jeans make me look fat?" "What did you think of my poem?" These questions do not crave honest answers.

Notice the similarities here: The recognition is spontaneous—not part of a scheduled feedback session—and it is targeted at particular behaviors.