Feedback - Deepstash
Feedback

Feedback

Feedback provides an opportunity to gain insights about a person's personal and professional actions.
Without feedback, we will move in the same direction without realizing our shortcomings. With feedback, we can incorporate outside suggestions and improve accordingly.

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Effective feedback is:
  • Objective. Don't let your personal feelings get in the way.
  • Timely. Feedback should follow when the event is still fresh.
  • Constructive. Give respect and show that you have their best interests in mind.
  • Actionable. Feedback must include immediate next steps.
  • Warranted. Give your employees room for mistakes and learn from them.

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  • How happy are you with our services? Provide some sliding scale (1 to 10) or a simple choice option, such as happy or unhappy.
  • What can we do better? Customers may help you identify areas that need to be addressed and that you couldn’t see yourself.
  • Do you have any additional feedback or comments for us?

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It can be difficult to let a coworker know they've done something wrong. It is generally best to give constructive feedback directly and in private.

  • Give feedback in the moment.
  • Remain positive and genuine.
  • Motivate your peers by offering support and encouragement.
  • Don't patronize by using compliment sandwiches.
  • Comment on your peer's behavior, not their personality. 
  • Assess whether you're the best suited to give the feedback or if someone else will have a better positive impact.
  • Be open and invite feedback from your peers.

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It is essential to identify the employee's strengths, weaknesses, and potential trouble areas to give an idea of how to provide positive and critical feedback, and to what extent.

  • Timely: Unspoken issues can worsen over time, but by providing quick feedback can mitigate the issue early.
  • Specific: Feedback needs to relate to behavior and you should communicate how that behavior impacted the person involved.
  • Balanced: If feedback must be imbalanced, it should weigh more to the positive. Be intentional about regular positive feedback.
  • Actionable: “When you do [action taken], it [impact of the action]. Could you [desired action]?”

If an employee is surprised by the feedback, then the manager has not done the job of providing regular feedback before the formal feedback session.

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  • When asking for customer reviews, make the process simple, and provide clear instructions.
  • Explain to your customers why you're asking for feedback.
  • Time your request for feedback strategically when customers are most interested in sharing. For example, shortly after the purchase or at a significant milestone.
  • Make the request personal, so the customer knows it's coming from a person.
  • Forms are the easiest way to collect feedback. Forms send directly to your customers have a more personal feel.

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  • Positive vs. negative. Positive feedback confirms that someone is taking good action, while negative feedback shows what actions need to be corrected.
  • Formal vs. informal. Formal feedback is given on a set schedule, and informal feedback is short and follows after an action or event.
  • Annual vs. monthly
  • Verbal vs. written
  • Manager vs. peer

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  • Real-time feedback.
  • Performance feedback. It is more formal because it tends to be scheduled and covers positive and constructive evaluation.
  • 360-degree feedback. It comes from a combination of people connected to the employee, for example, direct reports, peers, managers, other potential raters.

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Customer feedback is essential to improving your business. You'll not only figure out how to improve your offerings but also get insights on ways to communicate the value of your product better and even clarify your ideal customer.

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RELATED IDEAS

The purpose of giving feedback is to improve the situation or the person's performance. You won't accomplish that by being harsh, critical or offensive.

You'll likely get much more from people when your approach is positive and focused on improvement. That's not to say feedback always has to be good, but it should be fair and balanced. 

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One on one meetings

...are held between a team leader and team member

They are conversations that usually last no longer than 10 to 30 minutes where they discuss what is going well and what needs to change. 

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The challenge of moving upmarket as a product manager

Every product management role consists of a deep focus on the customer.

The challenge is ensuring that your product continues to evolve to meet the needs of your new customers without neglecting the needs of the long-term, smaller customers.

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