Quotes About Feedback

A real and admirable writer is the one who can write good books but can take criticisms better.

Make sure you test your brand story's recipe with whomever you're cooking it for.

The sigil-sorcerer need not concern himself with the question 'is this desire wilful?' We have to accept the fact that we don't always know the nature and motion of will. In a sense, sigil magick is a form of feedback: the desire arises from the deep, is recognized, sigilized, cast into the deep again, and finds fulfilment from that agency.

How might you feel if everything you tried was a little beyond your ability to succeed—and you were criticized for the efforts you made?

Kritiikin terve verenkierto: kurkut poikki.

When I answer, a piercing electronic shriek crashes out of the speakers. Warped digital feedback: the kind of thing Aphex Twin used to put on his records (Eleanor: I know you'll ask me to update this reference and make it a more current band. Sorry, but it sounded like Aphex Twin. Not my fault you're too young to remember him.)

You don't learn through sales calls, it's not customer validation.

We don't want reactions. We don't want first impressions. We don't want knee-jerks. We want considered feedback. Read it over. Read it twice, three times even. Sleep on it. Take your time to gather and present your thoughts—just like the person who pitched the original idea took their time to gather and present theirs.

Everyone on your team should be connected to your customers—maybe not every day, but at least a few times throughout the year. That's the only way your team is going to feel the hurt your customers are experiencing. It's feeling the hurt that really motivates people to fix the problem. And the flip side is true too: The joy of happy customers or ones who have had a problem solved can also be wildly motivating. So

How should you keep track of what customers want? Don't. Listen, but then forget what people said. Seriously. There's no need for a spreadsheet, database, or filing system. The requests that really matter are the ones you'll hear over and over. After a while, you won't be able to forget them. Your customers will be your memory. They'll keep reminding you. They'll show you which things you truly need to worry about.

Confiamos en que te haya inspirado para reiniciar tu forma de trabajar. Si es así, envíanos un correo a [email protected] y dinos cómo te va. Nos encantaría recibir tus noticias.

Making a few vocal customers happy isn't worth it if it ruins the product for everyone else.

Así que formúlate la pregunta: «¿Qué podemos lograr en dos semanas?» Y hazlo. Preséntalo y deja que la gente lo use, lo pruebe, juegue con ello o lo que sea. Cuanto antes llegue a manos de tus clientes, mejor te irá a ti.

The easiest, most straightforward way to create a great product or service is to make something you want to use. That lets you design what you know—and you'll figure out immediately whether or not what you're making is any good.

A lot of companies have a similar front-of-house/back-of-house split. The people who make the product work in the "kitchen" while support handles the customers. Unfortunately, that means the product's chefs never get to directly hear what customers are saying. Too bad. Listening to customers is the best way to get in tune with a product's strengths and weaknesses.

Don't believe that "customer is always right" stuff

But feedback is not simply a thing the giver hands you and you receive. The two of you are building a puzzle—together.

Learning about ourselves can be painful—sometimes brutally so—and the feedback is often delivered with a forehead-slapping lack of awareness for what makes people tick. It can feel less like a "gift of learning" and more like a colonoscopy.

Nothing affects the learning culture of an organization more than the skill with which its executive team receives feedback. And

The question of who is offering us feedback doesn't seem like it should matter. Regardless of the source, the advice is either wise or foolish, the ideas worthwhile or worthless. But it does matter. We are often more triggered by the person giving us feedback than by the feedback itself. In fact, relationship triggers may be the most common derailers of feedback conversations.

Want to fast-track your growth? Go directly to the people you have the hardest time with. Ask them what you're doing that's exacerbating the situation. They will surely tell you.

Sixty-three percent of executives surveyed say that their biggest challenge to effective performance management is that their managers lack the courage and ability to have difficult feedback discussions.7

So here we are. Torn. Is it possible that feedback is like a gift and like a colonoscopy? Should we hang in there and take it, or turn and run? Is the learning really worth the pain? We are conflicted.

While we all need to feel accepted as we are, we also need to hear feedback—particularly when our behavior is affecting others. Being accepted isn't an escape hatch from responsibility for consequences, as we discuss in more detail in chapter 10. So, seek acceptance. And work to make amends with the kids and with the funders (and with the car).