How do you incorporate feedback from multiple sources and perspectives into a coherent and actionable plan?

This is typical corporate, linear, inhuman thinking, and it doesn’t help you get better or more actionable feedback. You don’t know what your customers want to tell you. Don’t put their feedback in a box before you even hear it! You don’t need to know in advance exactly how will you use your customers’ feedback. Your request for feedback should be oriented to their needs, not yours. Any time you can get a customer to tell you how to improve your business, that’s a great day. The last thing you want to do is give the customer rules to follow, or tell them that you only want a specific kind of feedback! Let your feedback request be as open-ended as possible: Have any suggestions for us? Is there anything we could have done better?

This makes me think of the Agile/Scrum practice of retrospective. It allows for a feedback structure without being prescriptive on actions or specifics. Simple question like: - what worked well? - what didn’t work so well? - what should we do more of? - what should we do less of? - what should we add? - what should we get rid of? (And maybe not all at once). It can frame a response and help guide action without forcing a specific type of response. Thoughts?

Feedback is part of the wider lifelong learning process that all humans embark on from the day they are born. Parents give feedback to their children every day. Bosses give feedback to their team every day. And like any other notion of feedback, it is always the context to which the human attending the session is most important. You may, for instance, open up your learning diary after receiving feedback from a presentation you did at university. Thus, your professor will detail how you can improve your presentation skills that are a sought-after skill in business development. Thus, always remember that it is the context to which the feedback is given and how you see it.

"The danger of organizing feedback in the conscious mind is that it no longer becomes feedback, as you're trying to push information around too loosely. Feedback is a precious commodity in life, and more and more business personnel need to relax when feedback happens every day in life. Of course, the context and setting matter to where the feedback originates. Moreover, let's not overthink the feedback process and just enjoy the experience for a lifetime of learning."

"Evaluating and synthesizing feedback is really the foundation of starting to increase emotional intelligence. For instance, if you complete a challenge at work and receive feedback, your mind will automatically evaluate its validity and reliability based on numerous factors. Those factors can either be taught to you or worked through in a self-awareness program of learning. Thus, EQ becomes the new antidote to lifetime learning and performance, instead of the fixation on raw feedback."

"A feedback plan is great when there is a good coaching partner on hand to increase areas like self-leadership and wider emotional intelligence skills like self-awareness. However, refining to your own needs in life can be challenging, as sometimes too much feedback can be on the table. In this instance, feedback becomes a choice of reasoning to either take one road or the other. Don't place too much emphasis on this stage of the feedback cycle - just enjoy the fact that you have some feedback to go on."

"It is a mistake to communicate a feedback plan to multiple stakeholders - as feedback itself has many domains - instead, do what you feel is right in terms of your own personal and professional development, not the company's agenda."

"The art of giving and receiving feedback matters more at this stage of the feedback cycle/process. One cannot make successful gains in performance if they have designed too many feedback cycles in the first place. Active listening and self-leadership practices at this stage of the feedback integration, either at work or in life in general, are much more efficient areas to perform lifetime learning opportunities. Thus, all feedback, whether good or bad, should, in fact, lead to progression - it's more about how the mind perceives and uses the new intelligence derived from feedback situations."

"As a former professional teacher, practicing the domain of giving and receiving was a very important skill. However, a human can only get better at using feedback, either direct or indirect (EQ learning), on a Kaizen attitude formula. In simple terms, we have to consciously accept that feedback can be useful to us one day in the future. The feedback cycle/process changes accordingly to each mark of work experience and life experience. Sometimes, we don't even know we use feedback - as it simply was something we heard in the news or an old friend gave us some advice years ago. Moreover, enjoy the opportunities of learning itself - not so much sticking to routine systems of feedback."