Quotes About Feedback

I love doing stand-up. It's so self-contained - you go there, you do it, you go home - but with telly, there are too many people involved with it with opinions. You have a product, and everyone wants to change it.

You have good form, bad form, get criticised, get bigged up. You go through spells of trying to find out how much to listen to, what not to pay too much attention to.

It's dangerous to buy into praise and criticism for what you do when you're trying to present your music to people. I don't ignore it completely, but I don't dwell on it too much.

Consumers are empowered by Yelp and tools like it: before, when they had a bad experience, they didn't have much recourse. They could fume, but often nothing else other than tell their friends.

When you're in a songwriting class, and you write a song, and you hand it in to a teacher to grade, I'm still going to say that it's a really awesome song whether I got an A or a D. I learned to stick to my guns and take the tools as tools and not as rules.

One of our big tools is screening. We screen usually 12 times, which is much more than most filmmakers do, and we recut in between each one, because we really need to feel how the audience is reacting to the movie.

It's important to have people around you with enough confidence to say if you are not acting in a good way. Normally, when you are at the top, people say everything is fantastic. Probably in that moment it is what you want to hear, but it's best to be reminded how to act properly.

Part of my job as a food writer is to describe food. So my work on 'Top Chef,' I feel, is an extension of that. When we give a criticism to the contestant, we want to make sure we tell them why it's not working and why it would work if they did it a different way.

When I get serious criticism - if I get serious criticism - it's about how I'm thinking and engaging in a topic. I can't think of an example of someone saying, 'You're too nice.'

I had given a presentation on design and happiness for quite a long while at design conferences. I had found thinking about the topic helpful for my own practice, as it forced me to consider the fundamentals, and the feedback from the audience was always enthusiastic.

When I'm done with a book, I always give it to someone with expertise in the topic and tell them to flag all of my stupid mistakes.

I grew up in the South, in New Orleans, where guys torture you all the time. So I didn't really grow up on the self-esteem campaign. When you were lousy at something, they told you you were lousy, and they told you how to fix it.

My dad is like my one-man focus group: a Sun-reading Essex Tory.

Hearing other peoples' interpretations of your lyrics, to me, is just a total kick in the pants. Half the time, they're better.

Many people think we are a technology company, but we are totally customer-led.

Your brain grows and changes based on feedback. What you tell it, changes it. And while it's rewiring itself, your brain then feeds those new programs, those new pictures of yourself, back to you. It's a feedback "loop." What you put in, you get back out, in a continuous "neural activity feedback loop.

My critics are my best teachers, but only when they will talk with me, not at me. Unfortunately

If you won't allow someone to evaluate what you are saying or give you feedback when you prophesy to him, then you are essentially saying you are more important and have more authority, wisdom, and connection to what you are prophesying about than he does. That is the exact opposite goal of prophecy. Prophecy is supposed to connect people to the world around them and the God who loves them, not place you in the center of the equation.

A leader with a growth mindset believes that:   Skills come from hard work and can always be improved.   Human potential is unlimited.   Effort is required to expand knowledge and accomplish goals.   Challenges are growth opportunities.   Feedback from the team and peers is necessary for your growth.   Setbacks should be anticipated and used to help make decisions in the future; one should be adaptable to change.15

I think making mistakes and discovering them for yourself is of great value, but to have someone else to point out your mistakes is a shortcut of the process.

The writing can be its own reward, as you discover more things that you can do. It counts a lot, though, when a story connects with a reader and they take the time to tell me about it.

Criticism is good, you learn from it each time and you know that people are paying attention.

We [Virgin Group] have been successful not by wasting time scrutinising our competitors but by looking at ourselves from the point of view of our customers do and seeking feedback through listening.

What if we found ourselves building something that nobody wanted? In that case what did it matter if we did it on time and on budget?