Quotes About Feedback

Customers want to talk to other customers.

It is customers that decide if we succeed.

When a sizable group of customers speak, I always listen! The 'customers' view' is key to my confidence in decisions.

You can't just go careening toward your idea without checking in with customers and people who might use it and making sure you're on to something.

In our product development cycle, we ask and listen to our customer about what she wants.

Theater really gets damaged when there is a paucity of good criticism around.

It's those damn critics again.

The thing about local government is they want to hear what local people think, but for the most part, their systems are so long, dull and bureaucratic that people only get involved when there's an issue they really care about.

Startups are rapidly changing systems. If you use an annual review cycle, you aren't getting feedback at the same pace that you need to adapt and change the business.

It is a really bizarre feeling to perform for, like, five people. You get so much energy from an audience, and when it's just five quiet people at a table, that's not the same.

Somebody will occasionally give me a line or a tag or something like that. It's rare that someone will give me a whole joke that I can use.

Imagine a doctor in Chicago doing an operation for someone in Taiwan using robotic surgery. You want the doctor to feel immediate feedback to what the robot is experiencing.

Once people take ownership over the decision to receive feedback, they're less defensive about it.

From 'America's Got Talent' I've learned to not look at all the bad comments and just concentrate on the positive.

Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.

I've heard directing talked about as being a benign dictatorship, and I think that's probably the best way a director should be. They're open to collaboration and feedback from people, but ultimately, it's got to be that one person's vision. That's what I think makes a film really stand out.

I have always liked to have face-to-face talks with my bosses.

Directors who turn into big babies and shut out criticism stop learning.

Everyone has a story that makes me stronger. I know that the work I do is important and I enjoy it, but it is nice to hear the feedback of what we do to inspire others.

Consistent, ongoing innovation and extraordinary closeness to customers is the only possible response.

I don't care if a reader hates one of my stories, Just as long as he finishes the book.

You have to give an editor something to change, or he gets frustrated. After he pees in it himself, he likes the flavor much better, so he buys it.

It is by no means enough that an officer should be capable. . . . He should be as well a gentleman of liberal education, refined manners, punctilious courtesy, and the nicest sense of personal honor. . . . No meritorious act of a subordinate should escape his attention, even if the reward be only one word of approval. Conversely, he should not be blind to a single fault in any subordinate.

Always reward the bringers of information, whether the news is good or bad: that was one of his basic rules.