What do you do if feedback on your business strategy isn't as constructive as you hoped?

If the feedback on my business strategy isn’t as constructive as I hoped, I would first take a step back to analyze the comments objectively, identifying any underlying issues or valid points. I would seek clarification from stakeholders to understand their perspectives better, encouraging open dialogue. Additionally, I would look for common themes in their feedback to pinpoint specific areas needing improvement. Then, I would refine the strategy based on this information and engage stakeholders in a collaborative review, ensuring their insights are considered, which may lead to more constructive contributions in the future.

"Not all feedback is worth pursuing—sometimes it’s just noise." Seeking clarity is vital, but don't be afraid to push back on vague feedback that adds no value. Asking for specifics helps filter useful insights from empty criticisms. As Steve Jobs once said, “Your time is limited, don’t waste it living someone else’s life.” This applies to taking in feedback too—don’t reshape your vision for every opinion. Aim to extract actionable nuggets, not accommodate every suggestion.

Priorizar la retroalimentación es crucial porque permite identificar áreas de mejora y celebrar logros. Esto no solo impulsa el crecimiento personal y profesional, sino que también fortalece la motivación y el compromiso del equipo. La retroalimentación constructiva ayuda a alinear esfuerzos y a mantener un enfoque claro en los objetivos. Además, fomenta una cultura de aprendizaje continuo y adaptación. Al recibir y dar retroalimentación regularmente, se promueve la innovación y se asegura que todos estén en sintonía con las expectativas y necesidades del mercado. ?Vamos a aprovechar cada oportunidad para crecer juntos! ??

I would try to find any underlying issues within the feedback, even if it wasn’t presented constructively. For example, a lack of positive feedback could indicate confusion or dissatisfaction, and I’d focus on understanding the root causes.

"Prioritizing feedback means knowing what to ignore." The trap is treating all feedback as equal. Instead, focus on input that aligns with strategic goals. For example, Jeff Bezos often chose long-term innovation over short-term critiques from stakeholders. Use feedback as a guide, not a blueprint—prioritize what fuels growth, not comfort.

If the feedback suggests that the way I communicated the strategy wasn’t clear, I’d revise my presentation or approach to better align it with the audience’s expectations and understanding.

In this stage, we must ensure that changes are consistent with the rest of the strategy (avoiding duplication or contradictory efforts), that they are viable (in terms of planning and resourcing), and that there is buy-in from the team. The steps to accomplish this are as follows: 1- Establish a cross-functional team to incorporate diverse perspectives and agree on how to address the feedback received. 2- Review current initiatives, support activities, workloads, capabilities, and planning to ensure that everything is updated, and resources are correctly reallocated. 3- As new activities are implemented and during strategy review meetings, ensure that post-mortems are conducted to assess effectiveness and consistency of additions.

Moving forward, I’d work on creating a feedback culture where people feel encouraged to give specific, actionable, and constructive input. This might involve setting clearer guidelines on how to provide effective feedback.

"Monitoring progress shouldn’t just be about metrics—it’s about momentum." Quantitative tracking is great, but pay attention to qualitative shifts too, like team morale and adaptability. Peter Drucker’s quote comes to mind: “What gets measured, gets managed.” But what if what truly matters isn’t easily measurable? Focus on how the changes feel within the team, not just how they look on a spreadsheet.