Feedback

“The more successful you get, the more you forget that, you know, your presence can have negative or positive effects. Like when you give feedback, sometimes you have to be careful at which levels of the game because it can just ruin somebody or simultaneously …”

“That power has a consequence. It creates resistance. People naturally become a little bit reluctant, if not totally defensive, to things that come at them from power.”

“Too many leaders depend too much on telling people and delivering feedback in a more direct way.”

“Anytime I can get you to give yourself your own feedback and using a third party is the easiest way to do it.”

“Right after success, right after mission accomplished, right after tasks have been achieved, people are much more receptive to feedback. Why? Because they've just succeeded. They've got an armor to them because of their success, their effectiveness. They're mu…”

“I think a lot of feedback can be recast. Into, you know, I'm just here to help you, but feel free to completely ignore this advice. But, you know, if you want to be really successful, if you want to get that job, or if you want to get that project next time, i…”

“So if you get people to opt in, yes, I want us to have a great relationship. I want us to help each other get better. I want feedback. That's. 60% of the hard part of delivering difficult feedback later on.”

“Embracing your cynics out there that are emotionally charging you with feedback is sometimes harder to interpret, but there's a lot of golden And gems and the and the cynics out there that are telling you how, how you failed and how to get better.”

“So my name is Ben Walters, CEO and co-founder of Feedback, and we're here raising 800,000 dollars in order to repurpose the pricing technology that we have both developed and tested through a mobile marketplace in order to allow restaurateurs to apply it to th…”

“What we've done over the last 13 months is we've have, we have a mobile marketplace. We've generated 350,000 dollars in off-peak sales and sold 22,000 meals that were gonna end up in landfill, and we've done that by changing the price based on demand and inven…”

“We're now working with 300 restaurants in Toronto.”

“And we're charging for this SaaS product right now 99 dollars a month.”

“65,000 dollars is what I've modeled out for our forecasting. In 12 months from now, yes.”

“Prices are going to be changing at restaurants. I'm like, I'm convinced, and I've had a lot of conversations with a lot of smart people, and everyone is also with me that the way that the pricing is working right now, it just doesn't make sense.”

“What's been so cool is, so what we've seen is in our app, the more times we actually change prices, the more people check into the app to see what prices are. And so it actually increases engagement, and we see conversion rates stay pretty flat, and so when yo…”

“So, so 800 K US, it's a four million dollar cap. It's going to be a convertible note. 20% discount.”

“We've got 35,000 people that use this app on a quarterly basis.”

“I would like to put 25 K in, personally, as an angel, and then continue to stay in touch, and when you do these classic seed, I think accomplice could be a good partner for you.”

“So for all those reasons, I'd like to invest. 50,000.”

“So either I'll invest 25 or 50,000 as an angel today, or I'd like 200 or two 50 to share with my syndicate.”

“So, with that, I would like to invest a 100,000, and I know that you're gonna make this huge.”

“It sounds like what he's doing isn't working yet. That's fundamentally why I haven't invested.”

“So we actually accepted entrance into a prestigious accelerator called Founder Fuel based in, in Canada. It's run by Real Ventures, which is one of the bigger or best venture capital firms here in Canada... So they make a 120 K investment.”

“Ben will walk away, at least from our show, with just the investment from Sarah. She's gonna put in 10 K.”

“During the feedback conversations, I also try to Frame things as, this is how you're being perceived, then you are doing X. Because I think even though it's hard to hear, oh, hey, this person doesn't perceive you in the way that you may think, then we can talk…”

“And I feel that you don't care, and I feel you're being insensitive are not feelings. They're attributions and imputed motives, and that's where we make our biggest mistakes when it comes to feedback. And what that does is it makes the other person defensive.”

“All feedback is data. So all feedback is positive. Data, more data is always better than less data.”

“If you have feedback to give someone else, I think you can start by asking, hey, do you have feedback from me? And kind of taking the feedback first. So then that person feels like, okay, like maybe I have my way of seeing this situation. Like, let me communic…”

“If somebody who's done anything better than me gives me any amount of criticism I will absolutely flip and make all the changes and evolve. And I seek feedback all the time from people. But if I start taking feedback from everybody who do not understand and nu…”

“There's a growing body of evidence showing that if you want specific, useful tips, you should ask for advice rather than feedback.”

“Being nice, that's like patronizing or telling somebody things that are half truths or just like getting by. And I'm against that, but being kind, isn't that being kind is like, Hey, how can I deliver this feedback in a way that is actually productive and hel…”

“So like almost always when you get these like really like offhand random ideas from executives, there's a kernel of insight there that you can extract by kind of asking more, more detailed questions to them.”

“Where people get into trouble, I think, is when they want to use craft as an excuse to not get any feedback.”

“Jules will look for feedback, then he'll repeat it back to me better than even I presented it. And then I'd say, well, let me now feel safer to even provide, because anyone who's explaining it to a place that they all not only internalize it, but they can arti…”

“Someone will come to me and they'll give me a piece of feedback. The next Monday when I have my staff meeting, I'll make Comment about something and I'll say, well, a lot of this came because I got this great piece of feedback from, you know, and I'll name the…”

“What you do need is to listen to contradictory feedback. So what was the premise here is you're being told that something that you hold as your strength is actually in your way or a development area. Do not dismiss that. Recognize most likely you're doing it c…”

“They probably edit it, so you can capture the edited text, and they maybe get a response or they don't get a response. So all of those bits of feedback are things we would capture and then use to drive improvements of the underlying model.”

“And when we study the really best leaders, the best leaders on the planet, the most admired leaders in everywhere, they all do the same thing. They all start positive, just like we all do intuitively when we're going to be critical, but their positive is as vi…”

“Too much positive makes it so that people get alarmist when they hear negative. And too much negative means people defend themselves on a good basis.”

“My experience is there's almost always a gem in every story that somebody has about me, and from presence, I always ask the question, not is it true what you're saying about me, but how is it true?”

“Whatever the person says, sit there, shut up, listen, take notes, say thank you, don't judge, and don't critique.”

“Feedback that we get from our members comes from a place of, they care. So it's really important for me, you know, to put that in context and not get upset. You know, I'm passionate. So yes, you, when you're not getting it right, you get upset, but you don't g…”

“Feedback, first of all, I tell everybody, feedback, first of all, is always telling us about the giver more than the receiver of the feedback.”

“If you get feedback and then don't do anything with it, people are going to stop giving you the feedback. It's not just not helpful to ask for feedback and not change it. It's actually hurtful.”

“Shane, I really truly believe that if somebody is eager for feedback, actively solicits feedback, tries to listen to the feedback, learn something from feedback. Those are the people I never worry about, right? Like, I've had students where they're like, reall…”

“We need to balance these relationships, but not in the, that conversation. Those negative conversations are going to be negative conversations. But we need to start having other conversations that were the conversations are in balance.”

“If the feedback is something that does not resonate with you, Then no, you do not need to accept it. I think you do need to say thank you, and you do need to reflect back what it is that they said so that they know that you've heard them, but you don't then ne…”

“When they get feedback, they do not ask the question, is it true? They ask the question, how is it true?”

“Typically we see this with young people a lot in here, which is like, you give somebody in your world, it's called a note in our world. It's like feedback or it's like, you know, here's an idea. And you give somebody an idea and like, they immediately get thei…”

“To create an environment where you don't hear it is really the scariest thing for me, because I think that if you remain closed off to it, you become vulnerable to these big, like, seismic shifts where you just ignored something to the point where something's …”

“And when you're building something and you want feedback, at best you ask your friends and your friends give you really Terrible positive advice. Cause they don't want to hurt your feelings.”

“First of all, I call it guidance, not feedback, because feedback makes us want to put our hands over our ears, and guidance is something we all long for.”

“You stroke the deed, not the kid. Be very specific to the deed, and let the child know what his or her behavior did for the dog, a plant, or another human being.”

“Sometimes you're going to be working with somebody who's a little stubborn, maybe a little cocky, and you're going to have to use some extreme, extreme language to get through to them. And other times you're going to be working with somebody who's extremely se…”

“I think that most leaders when they're giving feedback to a team member are couching their words with so much qualification that the team member doesn't really hear them.”