So where's the gift table?

Over the years, I’ve often heard the phrase “feedback is a gift.” However, the manner in which it's presented rarely reminds me of any gift-giving occasion I’ve experienced. Despite this, I understand the sentiment behind it: if someone takes the time to share their thoughts about you or your product, that information is valuable and should be put to good use.

Yet, I have to disagree with the “gift” analogy. To me, feedback is more accurately viewed as a byproduct of hard work. Very few clients or team members will invest their thoughtful insights unless they believe it will benefit you or your product. Think about the numerous surveys we encounter in our lives and consider the ones you’ve chosen to complete. Chances are, you only filled out surveys for services you respect and value.

This feedback has inherent value and should be treated like any other purchased asset. So why do so many managers dismiss this valuable information with phrases like “things happen,” or “that person always says that,” or even worse, “it was the client’s fault” when the feedback is negative? And why do they do absolutely nothing when feedback is positive? In my view, any valuable data that isn’t utilized represents a failure of leadership and a disservice to both the hard-working employees and the clients they serve.

The Submarine Analogy: Using Feedback as a Gauge

This brings me to my submarine analogy. Like many kids who grew up in my era, I was fascinated with old movies depicting the great wars, particularly those centered around life on a submarine. The cat-and-mouse games between those above and those below the water were always intriguing, though likely portrayed more favorably than reality. I was also captivated by the countless valves and gauges that seemed to cover every inch of a submarine. What did they all measure and adjust? More importantly, what previous incidents led someone to say, “We’d better add another gauge here to ensure THAT never happens again”? This, in a way, is a form of feedback.

Even as a young boy, I understood that submarines had limited space, meaning every item had to serve a purpose and nothing could be wasted. The same principle should apply when planning and building your employee or client journey. As you install the valves and gauges that will monitor your progress, don’t overlook the “gauge” of feedback. Most importantly, don’t forget to say thank you for this valuable insight.

Putting Feedback to Work

Feedback should not only be collected but actively used to improve your services and products. Here are a few practical steps:

1. Acknowledge All Feedback: Whether positive or negative, every piece of feedback should be acknowledged. This shows clients and employees that their input is valued.
2. Analyze and Act: Don’t let feedback sit idle. Analyze it, identify trends, and take concrete actions to address concerns or build on strengths.
3. Communicate Changes: When you act on feedback, communicate those changes back to your clients and team. This closes the loop and reinforces the value of their input.

As you continue your journey, remember that feedback is more than just a “gift”—it’s a critical tool for growth and improvement. It can come in many forms from an employee sharing about their weekend with you, to clients inviting you to strategize on items that are not part of what you typically do, or phone calls not being returned and employees deciding to seek work elsewhere.? Be open to all feedback, use it wisely, and always take a moment to express your gratitude.? You earned it.?

As always, reach out and help another today.

John

John Dubil

781-400-4024

[email protected]