How do you improve your network using feedback from members and beneficiaries?

Stratify your members and beneficiaries and sample them accordingly. The feedback request should also vary according to the purpose it is meant for. Some categories of feedback include: 1. Satisfaction with the service 2. Improvement of the service 3. Accessibility of the service. 4. Usefulness of the service/fit for purpose. 5. Setting a baseline for the service. 6. Mid or end-term review of the service. 7. Reward feedback.

Feedbacks are the key to Progress either you work solo or with a team. But while taking Feedback be very cautious about selection of people, Only seek feedback from those who knows you& your work and takes genuine interest in this.

One thing I have found out over the years is that feedback gives you deep insights into what went right and what went wrong; leveraging this strategy, you can improve your networks by offering high-quality engagements.

In my experience the key factors in growing your network are 1: actually listen to your network while getting to know them. Doing so provides the feedback that your network is looking for. 2: be authentic while supporting and assisting others. 3: engage with your network 4: keep an open mind and provide your network with value And 5: share your thoughts, opinions, experiences and knowledge so that it assists them while nurturing and supporting your network By doing all of this injunction to actually care about others , your network will grow. By sharing opportunities, your network will grow. Attend lives, podcasts, webinars as you network and watch it grow. But the most valuable thing is to be sincere and want to help others.

We have different options to get feedback. 1. Talk to people (inside and outside of your community). Listen to what they are saying and read between the lines. 2. Once a year we do an intensive survey among all community members 3. After every live meeting we have a flipover at the door with the text : Happy? Not happy? People can draw a X to tell how happy they were with this meeting. Members are your community, use all the feedback you can get!

Today, I was thrilled to receive a voice note from a friend that resonated strongly with me. He expressed his admiration for my dynamic presence on LinkedIn, which led him to propose an idea that I've been successfully implementing for nearly two years. Periodically, my LinkedIn-savvy friends and I engage in a Zoom call where we exchange innovative strategies to optimize our use of LinkedIn. We share our experiences, discussing the tactics that have proven effective and those that haven't. It's essential to harness the collective wisdom of our online and offline connections. After all, as the saying goes, two heads are indeed better than one!

The four-feedback-type framework—silence, criticism, advice, and reinforcement—offers a basic structure but oversimplifies the complexities of effective feedback. Heavy reliance on criticism can damage relationships, and advice may not always align with unique needs. The notion that reinforcement is only for situations with no negative behavior limits its motivational potential. A more effective approach involves a balanced and context-sensitive use of these feedback types, fostering constructive communication, active listening, and individualized guidance for better understanding and healthier relationships in various contexts.

All feedback, me categorized into one of four types: silence, criticism, advice, and reinforcement, and each has its appropriate circumstance for use. Silence is just that, remaining completely silent. Silence should only be used when you are too angry or there are too many people around to give solid feedback. If overused silence creates paranoia. Criticism is a form of feedback that focuses heavily on negative behaviors, but if it is overuse, it tends to harm relationships in and to lead to escape and avoidance. Advice is the best use of feedback; it starts with a behavior you value and finishes with suggestions as to how the person can be even more successful. Reinforcement should be used when there is no negative behavior.

Is anyone seriously going to do a focus group with their networks to see if they’re communicating properly? That seems like the dumbest thing ever suggested. And how exactly would that work? It’s tremendously difficult to do a focus group via Zoom or similar platform. One needs to be in the room to facilitate it and it’s also useful to have one or two others to watch the participants body language and other nonverbal cues.

It’s also important to use “I statements“ and avoid hearsay. For example, “I overheard you snap at a coworker, and that was unprofessional” instead of “people are telling me that you were rude to them on the phone and I think that’s unprofessional“. The former allows the person receiving the feedback to process it more effectively, because you are able to answer questions about the circumstances you observed. In the latter example, the person receiving the feedback is likely to want to know who exactly said this. Too many supervisors, give feedback is more like the latter than the former. Doing so is cowardly, unprofessional, and causes the other person to resent you. Hey Sadie, is that yours?

This paragraph seems to have switched the direction I wish the article was going. Initially, it seemed like it was an article about requesting feedback from your network, which I find to be kind of stupid to begin with. Now you switched with telling people how good feedback is going to be for them, without providing any illustration or examples. The fact is giving feedback is often nothing more than an exercise that makes the person who is providing feedback feel better. I have found that often when people ask for feedback, they are just looking to see who is for them and who is against them. In that case, providing feedback is dangerous and foolish.

There’s a difference between asking for feedback about your own behavior from your peers, bosses, and staff and asking for feedback about your subordinates for a performance evaluation. If you’re asking for feedback about others, you should first understand the relationship that the person providing feedback has with the person for which you’re gathering feedback. Personally, I think gathering feedback from coworkers is counterproductive and creates mistrust among coworkers and harms relationships. It also leads to the “who told you that?” question. Do yourself a favor and stick to behaviors that you can observe and forget, asking others to provide feedback on the third party’s behavior.

And who do you expect to do your job while you’re doing all of this? I honestly don’t know a living soul that will put that much effort into analyzing the feedback they received. The only benefit I could see in doing a very limited analysis would be to determine whether the feedback is accurate or just the other person’s biased opinion. Not all feedback is accurate, well-intentioned, or intended to help you improve your behavior. Some people do not like you, and we use Feedback to attack you. Of course, if you’re an AI author writing as you have no feelings and you don’t care about feedback anyway.

I disagree with this paragraph and it’s entirety. It gets a bit gossipy. If you tell your entire network, what one member said about you, which is essentially what this paragraph is telling you to do. One of the most important rules of providing feedback is to keep it confidential. This paragraph suggest doing the exact opposite and blabbing with someone said about you in confidence to your entire network that’s a good way to teach your net work that you don’t know how to keep private information to yourself, and to decrease their trust in you.

This all sounds wonderful, but over the years I’ve been asked several times to provide feedback during a 360 evaluation on my boss. My boss had three direct reports so would not be difficult for him to determine which of the three provided this “Confidential“ feedback. my boss was the sort of man who would retaliate and provided anything less than stellar feedback affected his bonus, and it would be career suicide. So guess what even though he was a dysfunctional mouth, breathing tyrant, it appeared on paper that all his employees loved him, despite the contrary.

Best Practices for Effective Feedback Systems - Alignment with Goals: Ensure that feedback goals align with organizational objectives and adjust them as necessary to stay relevant. - Adaptation: Be open to feedback on the feedback system itself and use this input to refine and optimize the system for improved performance. - Regular Evaluation: Continuously evaluate the feedback system to ensure its ongoing relevance and effectiveness in meeting organizational objectives. - Closed-Loop Feedback: Close the feedback loop by sharing with stakeholders how their feedback led to changes or improvements, fostering trust and accountability.

It is a good idea to keep asking for feedback on some regular interval in order to gauge how improvements are working and how trends affect what and how it is being delivered.

I believe feedback is instrumental for growth, both at a personal level and for any organisation. That said in my mind there are 2 key fundamental questions to ask ourselves before even going into the process: The first one is: are we actually ready to hear feedback? Are we prepared the hear the good and the not so good stuff? Is this the right time? And the second is: once we have feedback, are we ready and going to act on it? Asking for feedback when we fundamentally don’t want to hear it is bad enough, but asking and getting feedback with no action is worse: it creates such a disappointment and frustration!