Quotes About Feedback

If somebody thinks I have an integrity problem, then the honest thing to do is to tell me what they think it is and let me address it.

This whole notion that all African-Americans are not going to vote for Obama is not necessarily true. I believe a third would vote for me, based on my own anecdotal feedback. Not vote for me because I'm black but because of my policies.

In the first test screening of 'RoboCop,' it tested very high. Then they asked the people why they liked it, and the first answer was, 'I liked it because it was political.' And the second answer was because, 'It feels like it deals with current affairs.' And the third answer was, 'Because it feels emotional.'

In over thirty years working in TV and movies, I've never had an exit interview or contributed to a 360 assessment.

Any film that exists that is thorough, you can't give it to an audience of one and have that be effective communication. Communication involves an audience of many that have a conversation, put it through the ringer, filter it and then a sense of it coalesces.

Once I had gone for a shoot at a remote Fiji island in the middle of Pacific Ocean and I was thoroughly bowled over the popularity of this character there! I've also got positive feedback from U.K., U.S.A., Canada, Pakistan and Dubai for my performance as Brahmanad.

I don't like to listen to the unthoughtful criticism. When we have thoughtful criticism, I love it.

One thing that probably is unique at Activision is that we really spend a lot of time up front with our audiences, and in big quantities and with a very thoughtful process, to really try and draw out from them what it is that they would like to play. So we have a pretty good sense going in what the expectation of the audience is.

I will commit myself to making this state an even greater place to live, work and raise a family. I intend to reach out from border to border to hear first-hand from our citizens about their thoughts, concerns and ideas for our state.

With technology you can now be your own record company, director, producer, etc. If you have talent, you can display it on the Internet and the world will tell you their thoughts in the matter of seconds!

We'll serve, on a good Saturday night six or seven thousand people in all the restaurants, and it's like, the percentages are that maybe one person's not going to like what they get. And I can't be there to fix it. I hate that. We're in this business to make things that please people.

Spend a lot of time talking to customers face to face. You'd be amazed how many companies don't listen to their customers.

Based on their extensive review of evidence, Hattie and others (2017) recommend: "not to mix praise with feedback about the content, as it dilutes the feedback message." When given, praise "needs to be specific, sincere, accurate, earned, preferably unexpected, not exaggerated, more private than public, and not include social comparison.

Feedback is most powerful when it is linked to a goal and it informs the learner how they are progressing toward that goal. Feedback that compares the learner's outcomes to the outcomes of others draws attention to the self and has been shown to reduce motivation for learning.

The best approach to teaching procedural skills is a directive design. Direct instruction includes three core elements: explanations, as summarized in the previous chapter; demonstrations of skills; and student practice with feedback.

A typical direct instructional lesson will include five main components: • pretraining assignments • explanations • worked examples (demonstrations) • structured engagement opportunities • feedback.

it is singularly unpleasant—for you and for those at the receiving end. It is also counterproductive and therefore inefficient.

Imperfect knowledge, incomplete assessment of feedback, limited memory and recall, as well as poor problem-solving skills result in a form of rationality that attains not optimal decisions but more or less satisfactory compromises between conflicting constraints.

It turns out that we each have our own built-in GPS that leads us toward happiness in the form of an expansion/contraction feedback system. If you feel more expanded, you're going in the right direction; if you feel contracted, it's time for a course correction.

Actually, the data reveals that checking in with your team members once a month is literally worse than useless. While team leaders who check in once a week see, on average, a 13 percent increase in team engagement, those who check in only once a month see a 5 percent decrease in engagement.

But the best managers have the solution: Ask. Ask your employee about her goals: What are you shooting for in your current role? Where do you see your career heading? What personal goals would you feel comfortable sharing with me? How often do you want to meet to talk about your progress?

Optimism is an occupational hazard of programming; feedback is the treatment.

Intelligence is the source of technology. If we can use technology to improve intelligence, that closes the loop and potentially creates a positive feedback cycle.