People all over the world struggle with feedback. In any feedback exchange between giver and receiver, it's the receiver who decides what they're going to let in and whether and how they will choose to change. However, if we could get better at this, it would make a huge difference. Research shows that people who go out and solicit negative feedback, have higher work satisfaction, adapt quicker in new roles and get higher performance reviews.

It's hard to receive feedback

Getting a better handle on feedback changes you and how other people perceive you.
Think about a suggestion or advice you've received in your life that you've rejected. There could be hundreds of reasons why you didn't take it. Maybe it was wrong or bad advice, or perhaps you were not aware that you cared about their opinion. The problem is that you will always find something wrong with your feedback. 90% of it might be wrong, but 10% may be just what you need.

Receiving feedback is a skill

<ul>
<li>Truth triggers. Is the feedback correct? However, we all have blind spots. It's tricky to figure out what the givers are trying to tell you.</li>
<li>Relationship triggers. All feedback lives in the relationship between giver and receiver. We often have a bigger reaction to who's giving us advice than to what they're saying. We can conquer this trigger by separating the who from the what.</li>
<li>Identity triggers have to do with your emotional reaction and what it says about who you are.</li>
</ul>

Three kinds of triggered reactions

Psychologists estimate that 50 percent of our reactions are based on genetic wiring, 40 percent on the story you tell yourself, and 10 percent on the actual circumstances.<ul><li>The story you tell yourself about the feedback you get has a huge impact on how you feel about it.</li><li>High achievers. When we let ourselves down, the judgments and feedback we have for ourselves can be the hardest to deal with. </li></ul>

Overreacting to feedback

Some people are very sensitive to feedback, while others are the opposite. Both have their own challenges with feedback.The sensitive personOne piece of feedback can suddenly become everything. It becomes super-sized. You may look at all your past mistakes, and it seems like you have never done anything right.The undersensitive person<ul><li>You often don't realise people are trying to give you feedback. They may say, "Bill is doing this," and you think "good for Bill."</li><li>You may acknowledge feedback, but then it doesn't stick.</li><li>People may say you're aloof or overbearing, and you dismiss it outright.</li></ul>

The sensitive and undersensitive person

<ul>
<li>Identity. Ask your friends or colleagues, "what is the one thing I'm doing or failing to do that you think is getting in the way?</li>
<li>What is the one thing I could change about how I run our weekly meeting that would be an improvement?</li>
<li>What is the one thing that would make a difference to you in our friendship?</li>
</ul>

How to encourage feedback

We have two core human needs. <ul><li>We want to learn and grow </li><li>We also have a need to be accepted and respected and loved the way we are now. Feedback suggests that how we are now is not ok.</li></ul> However, sometimes, the most painful things in our lives are some of the most important things we've learned in life. To get the most out of feedback, we have to learn to manage the pain to enrich our relationships and to get learning faster.

Learn to manage pain to receive feedback

A collection of 7 Ted talks to inspire you and help you get better at CSM

problemsolving

Problem Solving

business

Business

communication

Communication

personaldevelopment

Personal Development

Understand yourself and those around you.

psychology

Psychology

Top 7 TED Talks On Customer Success

This talk offers excellent insights into why nobody likes feedback, why feedback is good, and how to get the best out of feedback.

Most efforts to improve individual and organizational learning focus on teaching people how to give feedback. After years of consulting with organizations around the world on how to manage their most challenging conversations, Heen and her colleagues realized they may have been thinking about the problem the wrong way. She explains why, if you want to improve learning in your organization, the smart money is on figuring out how to receive feedback—even off-base or poorly delivered feedback—and use it to fuel growth.  With plenty of examples and a natural charm, Heen delivers a talk that will change the way you think about feedback. Most of us have a love-hate relationship with feedback, but Heen thinks we can learn to embrace it for the valuable tool it is. If we handle it right, we can use it to enhance our performance and strengthen our most important relationships. A founder of Triad Consulting Group and a lecturer at Harvard Law School, Heen has spent the last 20 years with the Harvard Negotiation Project, developing negotiation theory and practice. Her work takes her throughout the world, helping people and organizations work through their most difficult conversations.  A New York Times bestselling author of two books, she specializes in particularly difficult negotiations – where emotions run high and relationships become strained. An expert often sought out by the media, Sheila is schooled in negotiation daily by her three children. Learn more about Sheila Heen at http://bit.ly/1IQ0azH. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at http://ted.com/tedx

videos

Videos

leadershipandmanagement

Leadership & Management

Most efforts to improve individual and organizational learning focus on teaching people how to give feedback. After years of consulting with organizations around the world on how to manage their most challenging conversations, Heen and her colleagues realized they may have been thinking about the problem the wrong way. She explains why, if you want to improve learning in your organization, the smart money is on figuring out how to receive feedback—even off-base or poorly delivered feedback—and use it to fuel growth.

With plenty of examples and a natural charm, Heen delivers a talk that will change the way you think about feedback. Most of us have a love-hate relationship with feedback, but Heen thinks we can learn to embrace it for the valuable tool it is. If we handle it right, we can use it to enhance our performance and strengthen our most important relationships.

A founder of Triad Consulting Group and a lecturer at Harvard Law School, Heen has spent the last 20 years with the Harvard Negotiation Project, developing negotiation theory and practice. Her work takes her throughout the world, helping people and organizations work through their most difficult conversations.

A New York Times bestselling author of two books, she specializes in particularly difficult negotiations – where emotions run high and relationships become strained. An expert often sought out by the media, Sheila is schooled in negotiation daily by her three children. Learn more about Sheila Heen at http://bit.ly/1IQ0azH.

This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at http://ted.com/tedx

TEDx is an international community that organizes TED-style events anywhere and everywhere -- celebrating locally-driven ideas and elevating them to a global stage. TEDx events are produced independently of TED conferences, each event curates speakers on their own, but based on TED's format and rules.

TED's videos may be used for non-commercial purposes under a Creative Commons License, Attribution–Non Commercial–No Derivatives (or the CC BY – NC – ND 4.0 International) and in accordance with our TED Talks Usage Policy (https://www.ted.com/about/our-organization/our-policies-terms/ted-talks-usage-policy). 

For more information on using TED for commercial purposes (e.g. employee learning, in a film or online course), please submit a Media Request here: https://media-requests.ted.com.

TEDx Talks

How to use others' feedback to learn and grow | Sheila Heen | TEDxAmoskeagMillyardWomen

Poor onboarding, engagement and customer service make up 52% of the reasons customers leave in the first 90 days.

Ever installed a new app or signed up for a new service? We’ve all done that before, and the first thing we need to know is HOW to navigate our way through the service and get the value. But when the initial experience is bumpy, new customers can start to disengage or even unsubscribe from the service, FREE or paid. This is why Customer Onboarding is very important so as to boost customer retention, increase customer satisfaction and reduce customer churn.

The First Few Days For Any New Customer Is Very Crucial

It always excites me when I receive a welcome email from the Founder/CEO of a company whose services I’ve signed up to. Many apps provide welcome emails to new users, but it can be adapted in any type of business, not apps alone.It is such an effective way to excite customers and provide next steps. That way, you start to lead customers through a seamless customer journey they will equally be excited to look forward to.

Start With A Welcome Email

Now that you’ve made your customers feel at home, it is time to get them familiar with your services. This is where introductions and inductions make a huge difference. Consider mini tours, scheduled email introductions and other forms of customer engagement to help them become familiar with your platform or services. Start with a high level overview, then find opportunities later for in-depth tutorials and guidance.

Mini-Inductions & Intro Sessions

Whether you’ve got an app, a software or a non-tech service, wizards and templates are a great way of speeding up setup. An accountant can use a budget template to help a new client create their initial budget. Apps can have presets that automatically configure systems and preferences for new users. Think of ways to speed up the initial setup with reusable wizards and templates so the customer’s setup tasks are fewer and faster.

Speed Up Setup With Wizards & Templates

Bombarding a new customer with all information on day 1 is a recipe for disaster. You will end up overwhelming them, they would forget most of what you said, and they will still contact you for support. A better way is to break up and pace out your content and deliver them to new customers using two types of triggers.<ol><li>User triggers - content released to a user when they take an action. Eg. Display an on-screen tip to a customer visiting a specific page for the first time</li><li>Time triggers - eg. Tutorial content sent to new users over the first 7 days of subscribing</li></ol>

Triggered Content

Customers can’t be bothered with reading pages of text especially when videos can relay the message easier and better. This is why instructional videos are more powerful than text-based user guides. Consider creating an archive of short videos and make them available to customers for reference. Eg. An accountant can create a short video clip showing a customer how to create a budget.

Video Is More Effective Than Pages Of Text

If all the previously mentioned activities are setup properly, you should find fewer customers needing your support during onboarding. That said, let customers know how to reach you for assistance as this gives them the additional confidence, knowing that help is not far away.

Reliable & Reachable Customer Suppprt

Many businesses struggle to keep up with customer enquiries, complaints, feedback and special requests. It is impossible to respond and resolve issues within specific timescales and urgency if you rely on emails only. This is why a CRM like <a href="https://mycentreoffice.com">MyCo</a> is great, for capturing customers, automating customer communication and setting up a Service Center to capture customer requests. It also has a 14 day free trial you may want to check out.

Use A CRM/Business Tool With A Service Center

And don’t assume it’s all working seamlessly once you launch your new customer onboarding process. Pay attention to customer behaviour, get customer feedback and continuously find ways to improve the process.

Don’t Forget To Collect Customer Feedback

Why is the customer onboarding process so important? Very simple - to attract, convert and retain more paying customers. It will help you increase your customer lifetime value (CLV) so you can keep delivering paid services to your customers consistently and get paid continuously. This is how businesses win and retain their deserved marketshare.

It’s All About The Customer Lifetime Value (CLV)

All the things you need to better the most important part of your customer journey. 

marketingandsales

Marketing & Sales

Onboarding Matters

It is so easy to lose a customer just after they’ve subscribed or paid for your services.  When this happens, it is most likely due to a faulty Customer Onboarding process. Here is how to setup a seamless Customer Onboarding process that retains customers.

Customers can become frustrated and leave your services even in the first few moments and days of subscribing to your services. Many organisations have proved this including Business2Community…

A Seamless Customer Onboarding process that sells

Machine learning is to learn from the experience with respect to some class of tasks, and a performance measure P, if performance at tasks in the class, as measured by P, improved with experience. Make sure you as well are learning from your experiences and improving your performance at the task

Machine Learning And Your Performance

Machine Learning definition, task-performance-experience, inductive learning, classification, regression, supervised learning, unsupervised learning, Association rule mining, reinforcement learning.

Machine Learning- Balaraman Ravindran

Week 1 - Lecture 1 - Introduction to Machine Learning

Welcome back to Instagram. Sign in to check out what your friends, family & interests have been capturing & sharing around the world.

Login • Instagram

The only thing that has really helped to bridge the virtual gap between employees and managers is communication. However, both over-communicating and under-communicating — the extreme ends of optimal communication — come with their downsides. If there’s poor communication from the manager, there’s a risk of a wide gap in meeting team goals, delays in project completion, and duplication of work. On the other hand, if a manager is over-communicating, they risk wasting time, demotivating their team, and micromanaging their direct reports to the point of burnout

Finding Balance In Your Communication Frequency

1-on-1 meetings are a great opportunity for managers to talk candidly with their direct reports. They are also opportunities for managers to grow as leaders of a remote team, to reflect on their own mentoring skills, their ability to give feedback and listen to constructive criticism. Some questions that managers can ask during these meetings:<ul><li>What’s on your mind this week?</li><li>Last time we spoke, you said X was a challenge for you. How is that going?</li><li>What are your plans and priorities for this week?</li><li>How aligned do you feel with where the company is going?</li><li>What feedback do you have for me?</li></ul>

Host Frequent 1:1 Meetings And Be Open To Feedback 

It’s really important for remote leaders to set rules around how, when, and which communication tools to use when working in virtual teams. When to use Slack? Which situations call for an email? Under what circumstances should an ad-hoc meeting be scheduled? Set up project collaboration tools to track project updates. If a project would benefit from creative and energetic exchange of ideas, then schedule a call for clarity. Complement video calls with traditional emails for company-wide communication.

Set Up Communication Guidelines

Micromanagement can be a costly management style that can lead to low employee morale, high staff turnover, reduction of productivity, and overall dissatisfaction. Avoid constantly asking for status updates as this can come across as having a lack of trust in the team to do their work, and that’s a slippery slope no manager wants to be on.Micromanagement can lead to impostor syndrome, and also lead to disappointment and lack of motivation for certain employees, so watch out for those common signals that managers may need to take a step back.

Make An Effort To Not Micromanage

<ul><li>Synchronous communication includes every form of communication that happens in real-time, and there’s an immediate response.</li><li>Asynchronous communication includes every form of communication that doesn’t happen in real-time, and responses can occur intermittently. Asynchronous communication is impactful for teams that work across time zones, as there’s no expectation of an immediate response.</li></ul>It’s down to the managers on how and what tools they want to implement with the team.

Asynchronous and Synchronous communication.

Discover how to strike the balance between over-communicating and under-communicating as the manager of a remote team. 

remotework

Remote Work

career

Career

4 Ways To Balance Under And Over-Communication As A Remote Work Manager

No matter what job or industry you pursue, you’ll need to learn how to be adaptable and navigate these experiences gracefully to grow in your career. Mindset, above all else, will have a major impact on whether you succeed.Unfortunately, too many of us have the mindset that “change is temporary.” And when we see something as temporary, we tend to cope with it instead of accepting it — and if we don’t learn how to accept, embrace, and work through our discomfort in unfamiliar situations, we will inevitably find it difficult to progress in the rapidly evolving world of work.

Coping with Change

Signs you’re a “receiver”:<ul><li>You wait for direction from others before moving forward.</li><li>You escalate decisions, assuming they’re “above my pay grade.”</li><li>You accept decisions (even when you don’t think they will work) to avoid questioning your boss.</li></ul>Shift toward a change-ready mindset:<ul><li>Figure out an action you can take that is consistent with the change and valuable in the short term.</li><li>Generate possible solutions before you take any problem to your boss.</li><li>Back up any reservations you have about a decision with data or perspectives that might not have been known or included during the original discussion.</li></ul>

Change-Averse Mindsets: The Receivers

Signs you’re a “resistor”:<ul><li>You bring up reasons that something cannot be done based on precedent or history.</li><li>You agree to a stated commitment, and then find reasons not to execute on it later.</li><li>You poke holes in plans as a means of avoiding or stalling action.</li></ul>Shift toward a change-ready mindset:<ul><li>Explore how the solution is different from what happened in the past. Be informed by the past — but not captured by it.</li><li>Raise your reservations at the appropriate time. Participate in the debate to get to a better solution.</li><li>Ask questions that improve and encourage the solution rather than shut it down. </li></ul>

Change-Averse Mindsets: Resistors

Signs you’re a “controller”:<ul><li>You seek information that supports your own views or reservations.</li><li>You prefer getting detailed instructions on what to do instead of inquiring about what has been tried already and generating a brand new plan. </li><li>You discount obstacles raised by others to stick to the plan.</li></ul>Shift toward a change-ready mindset:<ul><li>Discuss your idea or solution with a diverse group of colleagues to gain perspective and improve on the idea.</li><li>Rather than just sharing your expertise or what you would do in the situation, ask what is been already tried. </li></ul>

Change-Averse Mindsets: Controllers

Almost everyone has a predominant relationship to change that will drive their thoughts and actions, but different situations also bring out different responses. ​​Change-ready people look at changes both big and small as opportunities for personal development, and “failed” experiments as a rich source of learning and growth. Similarly, they look for ways to break out of old ways of thinking, stay curious, and challenge the status quo.

Moving to a Change-Ready Mindset

Overcome these three (very common) change-averse mindsets.

productivity

Productivity

How to Become More Comfortable with Change

“If you can't explain it simply, you don't understand it well enough.”

Jay Shetty | Global Best Selling Author | Award Winning Podcast Host of ON Purpose | Purpose Driven Entrepeneur

Jay Shetty

This is so important 🙏 #shorts

<ul><li>Managers should map each team member’s work back to the bigger picture of why what they do matters to the world. </li><li>When assigning tasks, managers should consistently outline answers to: Why is this project important? How will it impact others? How does it fit into the company’s broader mission?</li><li>CommonSpirit, the largest nonprofit health system in America, starts important meetings with “reflections,” stories or videos recognizing how hard it is to be a health care worker in a pandemic while also connecting to all the good they do for their patients and communities. </li></ul>

 Make work purpose driven

<ul><li>To help hybrid teams succeed, managers should clearly outline the milestones they’d like their reports to hit — and then let them figure out how to get there</li></ul>

Trust your people more than feels comfortable

<ul><li>For example, if team members are eager for opportunities to learn and their manager would like to build mentorship abilities, we might deliver a nudge to the manager ahead of their next 1:1 that offers recommendations for how to have a growth-focused conversation with a report.</li></ul>

Learn in the small moments. Send people — and yourself — nudges

<ul><li>Encourage managers to take notice of who often dominates the conversation in meetings or receives the most recognition for a project’s success. Make the evaluation criteria for projects as clear as possible: The more explicit the rubric, the less room for bias.</li></ul>

Include everyone. Take a long hard look in the mirror.

for leaders who want to create a suitable remote working culture. 

Some of the pre-pandemic rules still apply — but not all of them.

corporateculture

Corporate Culture

teamwork

Teamwork

5 New Rules for Leading a Hybrid Team

The one thing that has always made humans stand out from the rest is our ability to feel. In a world where someone’s career impacts their day-to-day life on such a large scale, the hiring process can be an emotional one. 
That’s why removing feelings from the process just isn’t an option. Machines don’t get people, and feelings can’t be automated. You have to be able to communicate and adapt in real time to be a great recruiter — not use more tools.

Hiring Is An Emotional Process

Machines are uniform, consistent and prefer one single outcome. Automation can only create one baseline. And the reality? There are so many more types of people in the world. Different kinds of people are applying for different kinds of jobs. Robots can’t adapt to real people with real wants and needs. A chatbot can recognize a word, sure, but the one thing it can’t recognize? Feelings.

Consistent Inconsistency

The hiring process is long, exhausting, and intimidating for both employers and candidates alike. And sometimes things don’t even work out after all of the effort to fill a position. If recruiters know how to communicate, positions will be filled quicker, and better candidates will be placed.

Value Of Better Talent Communication: Teaching Recruiters To Communicate Consistently

When the wrong candidate is brought in, it can set both a company and candidate’s life back by months as they scramble to reconfigure. But when a recruiter knows how to discuss a role effectively and communicate with a candidate, they can assess just who they’re hiring ahead of time — and if it’s going to work out for both parties.

Better Retention

Have you ever tried to maintain a conversation with someone who struggles to communicate? Imagine how that feels for a candidate who just wants to land the right position. When your recruiters are able to describe a role in a better job posting that sells, candidates will apply. Recruiters need to be the authority on the position they are working to fill. Communicating effectively and consistently will garner respect from candidates and ensure that they feel like they are entering into a reliable space.

Being Human

People Still Prefer People. Feelings Cannot Be Automated in Recruiting.

humanresources

Human Resources

Feelings Cannot Be Automated in Recruiting - ERE

Gratitude in the workplace is often underrated. While some leaders are quick with a “thank you,” others are still under the impression that thanks are given with a paycheck. Research clearly illustrates that the right amount of gratitude can dramatically impact the productivity, positivity, morale, employee retention, and success of a business.With “The Great Resignation” and “The Great Discontent” affecting our organizations, retention is top-of-mind.  A little gratitude goes a long way in keeping employees happy and feeling valued.

Gratitude At The Workplace

The act of gratitude clearly transcends any one part of our lives. It’s holistic in nature. Those who are grateful at home are likely to be grateful at work. But people aren’t inherently grateful or not. Like many things, it can be–and I would argue should be– practiced.

Gratitude Is Transcendent

Say things like: Thank you! We appreciate you. We are glad you’re here. You offer great value to our team. Nice job on that project. Sound too easy or trite? It’s not. Ask questions like: How would you like to be recognized? What makes a happy, productive workplace? A misstep is often to assume you know what resonates with people. Don’t be afraid to ask: take surveys or have open conversations about what feels good to hear or experience.

Go Back To Basics

Make time and space for gratitude.  Many employees may feel ambivalent about expressing gratitude or appreciation publicly, so don’t force it. Instead, managers should make (physical or virtual) space and time for gratitude. For example, managers can create an appreciation wall or a dedicated Slack channel for employees to recognize others and give kudos. Managers might also start meetings with gratitude ‘check-ins,’ during which team members can express one thing they’re thankful for.

Create An Environment That Fosters Gratitude

Gratitude in the workplace doesn’t have to be expensive or overwrought with logistics. There are many ways to show appreciation and employee recognition that aren’t overtaxing or unrealistic.

Gratitude isn’t an Initiative Or a Task To Manage

As with all goal-setting, the clearer the picture, the more likely you will succeed. Take the time to understand what happiness means in your organization, industry, and area of the world.  This alone can put a damper on the “Great Resignation” or “Great Discontent.”

A Culture Of Gratitude: Defining Happiness

TalentCulture's Cyndy Trivella explains the importance of gratitude for keeping employees happy in the workplace.

Stop Overthinking a Culture of Gratitude. Show It Instead!

Find 100+ Facts about Leadership - Curated from inspiring sources like Books, Podcasts & Articles - Genuine Insights from like-minded Users like You!