Quotes About Feedback

No one has ever learned anything under conditions of humiliation. The moment you said anything humiliating, the lesson is over. They are not on your side and they are offended. As We know it from feedback forms, it has got to be 99% sweetness and light and honey and 1% criticism, then you've got a potential chance to educate.

Most people who are paid to use a tool feel constrained not to complain about that tool, but it doesn't stop them from feeling frustrated and unhappy about it.

A criticism is just a really bad way of making a request...so just make the request.

It's a rare person who wants to hear what he doesn't want to hear.

Why do Uber drivers get rated on customer satisfaction but corporate executives get a pass?

Poor feedback can be worse than no feedback at all, because it is distracting, uninformative, and in many cases irritating and anxiety-provoking.

I absolutely LOVE a one-star review. It means that I successfully pissed someone off enough to make them respond! In an age of sheeple...my God! That's a miracle!!

Self-criticism sessions were held, but these produced more criticism than could usefully be absorbed or accomodated.

Just remember that a pat on the back is only 18 inches from a kick in the behind.

Successful people ask for the criticism of others and consider its merit.

If you're an old pro, you know how well you're doing when you're doing it, and your inner government spanks you if you're not doing well.

I am tired of faking confidence or being told that my lack thereof is a fault when it seems to me the most natural reaction I could possibly have to the lifelong feedback women are given. I don't want to be confident or inspirational and I don't really want to buck up anymore because the faking takes more energy sometimes than the work itself.

an audience on whom he could test his thoughts and plans. Beaverbrook could be counted on for candor at all times, and to deliver advice without regard for politics or personal feelings.

Look, if you can't write why don't you learn to write criticism?

Of course, you can't spend all of your time listening to random inputs. But you should be open to them. As you keep doing it, you will develop a feel for whose views are apt to contain gems of information and a sense of who will take advantage of your openness to clutter you with noise. Over time, then, you can adjust your receptivity accordingly.

The review is usually dedicated to two things: first, the skill level of the subordinate, to determine what skills are missing and to find ways to remedy that lack; and second, to intensify the subordinate's motivation in order to get him on a higher performance curve for the same skill level (see the illustration on this page).

We all have a hard time saying things that are critical, whether we're talking to a superior employee or a marginal one. We must keep in mind, however, that no matter how stellar a person's performance level is, there is always room for improvement. Don't hesitate to use the 20/20 hindsight provided by the review to show anyone, even an ace, how he might have done better.

For the feedback to be effective, it must be received very soon after the activity it is measuring occurs. Accordingly, an MBO system should set objectives for a relatively short period. For example, if we plan on a yearly basis, the corresponding MBO system's time frame should be at least as often as quarterly or perhaps even monthly.

With a tracer bullet approach, you can implement very small bits of functionality very quickly, and get immediate feedback on how well your team communicates and delivers.

one of the primary reasons that you have to listen to outsiders: If you don't, you will be driven by the complaints and demands of the insiders.

With Whale, I'm like the first user. My feedback is around my experience as a content creator.

Don't wallow in brainstorming. Time spent fiddling with a business plan or filling up whiteboards with ideas is time that you could spend actually launching your business and seeing if the idea floats. Launching gives you real, solid feedback, instead of the imaginary 'what if' scenarios dreamed up in a conference room.

What if Shakespeare had had a test audience for Romeo and Juliet or Hamlet?

Avoid the 'squeaky wheel gets the grease' habit of overreacting to the loudest feedback. The first time you hear a particular piece of feedback, treat it like a clue and do some investigating. Find out how deep it goes - maybe it stops at the surface and won't be an issue, maybe not.