Quotes About Feedback

The good teams, I suddenly thought, don't make more mistakes; they report more.

When a work environment has reasonably high psychological safety, good things happen: mistakes are reported quickly so that prompt corrective action can be taken; seamless coordination across groups

OpenTable CEO Christa Quarles tells employees, "early, often, ugly. It's O.K. It doesn't have to be perfect because then I can course-correct much, much faster.

The Braintrust's recipe is fairly simple: a group of directors and storytellers watches an early run of the movie together, eats lunch together, and then provides feedback to the director about what they think worked and what did not. But the recipe's key ingredient is candor. And candor, though simple, is never easy.

Pixar director Andrew Stanton offers advice for how to choose people for an effective feedback group. They must, he says, "make you think smarter and put lots of solutions on the table in a short amount of time."6 Stanton's point about having people around who make us "think smarter" gets to the heart of why psychological safety is essential to innovation and progress. We can only think smarter if others in the room speak their minds.

Speaking up is only the first step. The true test is how leaders respond when people actually do speak up. Stage setting and inviting participation indeed build psychological safety. But if a boss responds with anger or disdain as soon as someone steps forward to speak up about a problem, the safety will quickly evaporate. A productive response must be appreciative, respectful, and offer a path forward.

Even the most motivated and intelligent student will advance more quickly under the tutelage of someone who knows the best order in which to learn things, who understands and can demonstrate the proper way to perform various skills, who can provide useful feedback, and who can devise practice activities designed to overcome particular weaknesses.

Generally speaking, meaningful positive feedback is one of the crucial factors in maintaining motivation. It can be internal feedback, such as the satisfaction of seeing yourself improve at something, or external feedback provided by others, but it makes a huge difference in whether a person will be able to maintain the consistent effort necessary to improve through purposeful practice.

Generally speaking, no matter what you're trying to do, you need feedback to identify exactly where and how you are falling short. Without

Purposeful practice involves feedback. You have to know whether you are doing something right and, if not, how you're going wrong.

If you work closely with your users, sharing their expectations and communicating what you're doing, then there will be few surprises when the project gets delivered. This is a BAD THING. Try to surprise your users. Not scare them, mind you, but /delight/ them.

I don't want to admit it, but I do enjoy the feedback from the audience. It's instant feedback. It's like, you could do a movie, shoot it for a year, wait six months, it comes out and you gotta do three weeks of marketing. Three weeks of that, and everyone goes, 'It sucks.'

I write an actual script rather quickly - a draft will take me two weeks - but I write a lot of drafts. My big thing is I don't re-read. When I write, I never re-read back. I'll send it, because if I re-read back, it will cripple me.

The challenge for what everybody's seeing in deep learning - the software richness is really quite high. In training, you have to wait days and weeks before it comes back to tell you whether your model works or not. And in the beginning, they all don't work.

During the final two weeks of training, our students work simulated game situations in which our staff members role-play as players, managers, and coaches. They are given immediate feedback following each camp game.

On a personal level, I send out about 20 thank-you notes a day to staffers, on all levels. And every six weeks I have lunch with a group of a dozen or so employees, to get their perspective on the business, to address problems and to get feedback.

Every day I'd talk to my customers at Webex and they'd tell me how unhappy they were with our service. This was a terrible way to spend my days, it weighed heavily on my heart. I wanted to spend my days delivering happiness, and I knew I had to take charge of my own destiny to do that.

There are a lot of shows that have been saved because the fans weighed in.

I have never been shy about listening to the input of others and weighing it seriously.

When you make the kind of movies I make, you get weird letters from people.

I absolutely want and prize and love and revere every single media review I get, but if I got 50 reviews from major newspapers and one review from Amazon, I still would feel a little weird: 'What's going on? Why aren't people responding?'

Social media really makes it tricky for people sometimes because you go, 'Oh, it's awesome. I'm gonna play this character. I'm going to do this really weird thing on camera,' and then you go back and read all your tweets and go, 'Mmm, well, I guess they didn't like that so much.'

I get the weirdest comments on Instagram.

No one is perfect, and criticism is always welcome and expected.