Quotes About Feedback

I like interacting with fans, and I like hearing what they say, but you have to take it all with a grain of salt.

I'm always interested in audience interaction. Not so much aggressive audience interaction - I'm genuinely interested in how people see things.

When you make a piece, one of the interesting things is hearing what other people think about it.

Each step of the way, I'm learning. When I leave an interview, I learn whether I feel, 'Oh, that was nice,' or that made me feel like a little piece of me was taken.

Starbucks considers a product's success not only in terms of consumer acceptance but also in terms of employee

But I honestly don't read critics. My dad reads absolutely everything ever written about me. He calls me up to read ecstatic reviews, but I always insist that I can't hear them. If you give value to the good reviews, you have to give value to the criticism.

Customers have 'moments of truth'11 with an enterprise

learning audit – on what could be done more, what could be done less, and what is satisfactory.

when given the choice of obsessing over competitors or obsessing over customers, we always obsess over customers

On those occasions when one of my people did not perform as expected, I found that in many cases at least half the fault was my own. I had either not put out clear, clean instructions or I had not trained that person sufficiently, or I had given him a task with little or no possibility of accomplishment.

If a subordinate performs a task and the outcome is not what you expected, don't attack their intelligence or their character. Politely explain the deficiencies and offer an idea for a solution. Subordinates quickly lose respect for any leader who is "all problem and no solution.

I would advise anyone who aspires to a writing career that before developing his talent he would be wise to develop a thick hide. [ Writer's Digest , September 1961]

Emotional intelligence is born largely in the neurotransmitters of the brain's limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic.

Of course, you shouldn't ignore the challenges that individual team members may have presented along the way. If people were repeatedly late or uncooperative, let them know that you noticed that behavior. Help them understand that they will have a better time in the future if they can mend their ways. In your final report, make it plain that you would be glad to discuss the strengths and weaknesses of individual team members with future project leaders. Take

Every week, take a quiet hour to reflect on recent critical events—conflicts, failures, opportunities you exploited, observations of others' behavior, feedback from others. Consider how you responded, what went well, what didn't, and what might be more effective in the future. Never cancel this meeting—it's crucial.

When you're attempting to discover what you do best and what you enjoy most, it's important to realize that these two things aren't necessarily mutually inclusive. You may get lots of positive feedback about something you're very good at but not truly enjoy it. Conversely, you can love doing something but have no gift for it, so that achieving success requires much more energy than it makes sense to invest.

The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen.

In short, a customer feedback program should be viewed not as "market research" but as an operating management tool.

The Best Way to Chew Someone Out. When he absolutely has to take someone to the woodshed, Harvey prefers to hand them

He only profits from praise who values criticism.

I care what my reader thinks. There is no fancy recommendation you can give me that would matter to me as much as Mary Jane from Youngstown writing me a letter. There is not one. Don't need it, don't want it, don't require it, does not fill up my soul. It's about her, not about the rest of it.

If a reviewer is beating me up, I just say, 'Oh well, my writing is not to his or her taste.' And that's as far as it goes. Because I will simultaneously read a review where somebody says, 'Oh my God, I had so much fun reading this book and I learned so much.'

Tell your idea to whomever will listen, and you'll get valuable market feedback before writing a single line of code.

I am sure every movie I've made, even as an actor, had multiple test screenings. And I am sure there have been horrible things written about me. But I never have to see them!