How to Build a Trusted Feedback Group

Every company says they listen to customers. But most just hear them. There's a difference. After spending years building feedback loops, here's what I've learned: Feedback isn't about collecting data. It's about creating change. Most companies fail at feedback because: - They send random surveys - They collect scattered feedback - They store insights in silos - They never close the loop The result? Frustrated customers. Missed opportunities. Lost revenue. Here's how to build real feedback loops: 1. Gather feedback intelligently - NPS isn't enough - CSAT tells half the story - One channel never works Instead: - Run targeted post-interaction surveys - Conduct deep-dive customer interviews - Analyze product usage patterns - Monitor support conversations - Build customer advisory boards - Track social mentions 2. Create a single source of truth - Consolidate feedback from everywhere - Tag and categorize insights - Track trends over time - Make it accessible to everyone 3. Turn feedback into action - Prioritize based on impact - Align with business goals - Create clear ownership - Set implementation timelines But here's the most important part: Close the loop. When customers give feedback: - Acknowledge it immediately - Update them on progress - Show them implemented changes - Demonstrate their impact The biggest mistakes I see: Feedback Overload: - Collecting too much data - No clear action plan - Analysis paralysis Biased Collection: - Listening to the loudest voices - Ignoring silent majority - Over-indexing on complaints Slow Response: - Taking months to act - No progress updates - Lost customer trust Remember: Good feedback loops aren't about tools. They're about trust. Every piece of feedback is a customer saying: "I care enough to help you improve." Don't waste that trust. The best companies don't just collect feedback. They turn it into visible change. They show customers their voice matters. They build trust through action. Start small: 1. Pick one feedback channel 2. Create a clear process 3. Act quickly on insights 4. Show results 5. Scale what works Your customers are talking. Are you really listening? More importantly, are you acting? What's your approach to customer feedback? How do you close the loop? ------------------ ▶️ Want to see more content like this and also connect with other CS & SaaS enthusiasts? You should join Tidbits. We do short round-ups a few times a week to help you learn what it takes to be a top-notch customer success professional. Join 1999+ community members! 💥 [link in the comments section]

Q. Is a "feedback sandwich" still a best practice? (a word of praise followed by constructive feedback, then more praise)? A. No. When a "feedback sandwich" is effective it's not because of the "sandwich" format. It's because there is already enough trust established between the manager and the employee that the employee can accept the manager's suggestions easily - meaning the "sandwich" wasn't even necessary. The reason so much managerial feedback is badly received by employees is not because of the way it's delivered. It's because the relationship between the manager and the employee isn't strong enough. We easily accept feedback from people we trust - like a family member or good friend. A manager can establish that level of trust by being someone employees look up to and respect. It takes time to build trust but it's absolutely worth it. When your teammates trust and respect you, it's because you trust and respect them too. When you reach that point, they'll not only listen to your feedback, they'll ask for it. For years managers have been taught that certain words or phrases or techniques like the "feedback sandwich" will help their feedback be better received, but this is bad advice. It goes counter to everything we know about people. If the reason you're able to give feedback is because you're the manager and they are not - an unequal power relationship - your feedback is not likely to do any good. It can easily damage your relationships even further. Trust is the key. Someone has a PTO request? Make it your highest priority to approve it. Someone needs you to look at a document? Do it as quickly as you can. There's no mystery about how to build trust on your team. The problem is that in many organizations they don't talk about this topic. They don't give it much importance. They assume that being a manager is enough. You're the manager, so employees must listen to you. But it's not true. If there's too little trust, your feedback will feel like a threat. With trust in the mix, you'll address anything that needs to be shared in the moment, like this: YOU: Sandy, what was the story with that Acme Explosives thing? SANDY: Oh, they have a new Receiving person who didn't see the Priority code on the bill of lading. We got it straightened out. YOU: Great, thanks. Somebody at Acme was hot about it. Leo, I think? He called me. I talked him down but he wasn't thrilled. SANDY: He's the Receiving manager. Thanks for talking to him. YOU: What can we do when that kind of thing happens, to avoid a small problem blowing up? SANDY: I got too worked up. I was trying to help the new Receiving guy but I guess he was nervous about making a mistake, so he was defensive and I was too harsh. That's my bad. Sorry about that. YOU: Okay, no problem, do I need to do anything else? SANDY: No, I'll shoot Leo an email and copy you in. I know what to say. YOU: Tremendous, thanks!

🍔 I watched 10-year-olds design a business that would fail in days. The mentor who let it happen taught me a lot about weak leadership: Twenty years ago, I was living in the US working on GE's Corporate Audit Staff. A group of us and other leaders in the area volunteered with underprivileged kids in a tough neighbourhood, teaching about 30 ten-year-olds the fundamentals of running a business. We split into small groups. Each team needed to create a business idea, name their company, and work out their products with pricing. Then they'd present to everyone. One group stood up proudly. Their business name? McDonalds. Their product? Hamburgers. Cost to make each one? $4.95. Selling price? 95 cents. The room went quiet. We mentors looked at each other, then at their group's mentor. They'd clearly done a terrible job giving feedback. Those kids had no idea they'd just designed a business that would lose $4 on every single sale. The mentor had been "nice" instead of helpful. And those kids left that session having learned absolutely nothing about how business actually works. I think about this moment whenever I see leaders avoiding difficult conversations with their teams. You're not being kind when you: → Let someone continue down the wrong path because the conversation feels uncomfortable → Avoid telling them their "hamburgers" are priced at a loss → Say "great work" when you actually mean "this needs significant revision" Here's what actually helps: 𝗕𝘂𝗶𝗹𝗱 𝘁𝗿𝘂𝘀𝘁 𝗳𝗶𝗿𝘀𝘁 🤝 Direct feedback is so much easier when you've invested in the relationship. When people know you genuinely want the best for them and their career, they're far more likely to listen and act on your feedback. And it becomes easier for you to give it too, because that foundation of trust changes the entire dynamic of the conversation. 𝗕𝗲 𝗱𝗶𝗿𝗲𝗰𝘁 𝗔𝗡𝗗 𝗸𝗶𝗻𝗱 💡 "I can see you've put thought into this, but let's work through the numbers together. What happens if it costs $4.95 to make and you sell it for 95 cents?" 𝗚𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗶𝗻 𝗿𝗲𝗮𝗹-𝘁𝗶𝗺𝗲 Waiting until the formal presentation (or the annual review) is too late. The best learning happens as close to in the moment as possible. 𝗠𝗮𝗸𝗲 𝗶𝘁 𝗮𝗯𝗼𝘂𝘁 𝗴𝗿𝗼𝘄𝘁𝗵, 𝗻𝗼𝘁 𝗷𝘂𝗱𝗴𝗺𝗲𝗻𝘁 "This is how you learn" is very different from "this is wrong". Frame feedback as the pathway to getting better. 𝗕𝗲 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 "The pricing model doesn't work" is helpful. "Good effort" when the pricing model doesn't work is not. The courage to give honest feedback is a leadership skill worth developing and can avoid hours of rework or unnecessary work. Those kids deserved better than a mentor who was too uncomfortable to help them learn. Your team deserves better too. What's your go-to approach when you need to deliver feedback that might sting? 

From rising through the ranks in investment banking to coaching future leaders, I know feedback is the secret to success. In my 25+ years, I’ve seen how timely, well-asked feedback can unlock promotions, raises and career growth —don’t wait to ask. 1 - Ask for feedback in a timely manner - as soon after the event (eg presentation, meeting, research paper, sales pitch, etc.) as possible. ⭐ Avoid waiting too long to ask, as memories can fade over time. ⭐ Choose a time when the person can focus on your request - scheduling 1x1 time, go for a coffee, etc. - strive for an environment with few distractions. ⭐ Give the person a heads-up that you’ll be asking for their feedback, so they have time to prepare. 2 - Ask someone who you TRUST and will be honest and forthcoming ⭐ Be careful not to be tempted to ask people who you know will provide positive feedback. (Personally, I like to ask a pessimist/glass is half empty personality). 3 - Be CLEAR and SPECIFIC on what you want feedback on ⭐ EXAMPLE - Don't say "How Am I Doing?". Be more specific and say "Can you provide feedback on how I at the sales pitch with Client ABC" 4 - Ask for EXAMPLES ⭐ EXAMPLE - "When you say I sounded nervous during the pitch, what specifically did you observe? Was it my body language, the way I spoke, the pace of my speaking, etc.?" 5 - Be OPEN and receptive to the feedback and do not get defensive ⭐ If you are defensive, you can discourage the person giving you honest feedback (or any feedback at all) ⭐ Realize that PERCEPTION IS REALITY. If the person provided feedback that you do not agree with, realize it is their reality (and likely others as well). 6 - Put an ACTION PLAN in place to address the feedback. ⭐ Ask the person providing feedback for their views on steps you can take to improve. Be grateful and thank the person who provided you feedback and ask them if you can follow up with them in a few weeks time to see if they have seen improvement. I also like to encourage them to share TIMELY feedback with me whenever they notice something. P.S. Want help with your development needs ⭐⭐ I can help. DM me now or email me at craigbroder@emergingedgellp.com. ♻️♻️♻️PLEASE REPOST AND SHARE WITH YOUR NETWORK ♻️ ♻️♻️

Most leaders say they want feedback. But few make it safe to give. And fewer still invite it. Here's what I've seen time and again: The best feedback isn’t given. It’s invited. It's not about a one-time form or annual reviews. It's about leading with consistent curiosity. Because feedback doesn’t flow from fear. It flows from trust. As the leader, you're the only one who can make it safe. How? Try this with your team: 1️⃣ Own your misses. → Name what you could have done better. → It signals to your team that you want to grow. 2️⃣ Ask better questions. → Don't just ask, “Is there any feedback?” → Ask, “What’s hard to say that I need to hear?” 3️⃣ Show that it matters. → Action is how you honor input. → Make feedback feel fruitful, not forgotten. 4️⃣ Reward the risk. → Feedback takes courage. → Show appreciation for what's hard to say. Your team knows your blind spots. They just don’t know if it’s safe to name them. Lead the way. Make feedback normal. Make growth mutual. What’s helped you normalize feedback with your team? ♻️ Repost to inspire more cultures of safety and growth. For more:  🔔 Follow me, Paul DiCicco.  ✉️ Try the Lead Well, Live Well Newsletter: https://lnkd.in/e-8fvs8d