Client Feedback Quotes

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The secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation.
Brené Brown (Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead)
a designer who says they were “inspired” to do something opens the door for a stakeholder to give feedback that’s just as subjective. Whim begets whim. Now you’ve got a roomful of people arguing about their favorite colors.
Mike Monteiro (You're My Favorite Client)
We have also seen that they give clients feedback about the impact they are having on the therapist—and others. It can be a gift when therapists use process comments to provide interpersonal feedback, and therapists can find constructive, noncritical ways to help clients see themselves from others’ eyes and learn about the impact they are having on others (such as regularly making others feel bored, intimidated, impatient, overwhelmed, confused, and so forth).
Edward Teyber (Interpersonal Process in Therapy: An Integrative Model)
The secret killer of innovation is shame. You can't measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager must needed feedback, and is afraid to speak up in front of a client you can be sure that shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward.
Peter Sheahan
Reducing your anxiety to zero isn’t possible or useful. Anxiety itself isn’t the problem. The problem occurs when anxiety gets to the point that it’s paralyzing, and you become stuck. I think of these bottlenecks as anxiety traps. We’re going to work on managing your responses to five anxiety traps: excessively hesitating before taking action, ruminating and worrying, paralyzing perfectionism, fear of feedback and criticism, and avoidance (including procrastination). The reason I’ve chosen to focus on these particular five traps is that I’ve found them to be the common threads that affect virtually all of the anxious clients I’ve worked with. The traps are self-perpetuating because they generate additional stress. For example, someone hesitates so much that she misses important opportunities, and this leads to being financially worse off. Or someone avoids feedback and then isn’t alerted to real problems that could have been rectified earlier. When people are caught in any of the five anxiety traps, they often fail to see the big picture and don’t problem-solve in effective ways. Learning how to navigate these bottlenecks will allow you to manage your anxious tendencies so that you can pursue your goals in life, whatever those goals may be.
Alice Boyes (The Anxiety Toolkit: Strategies for Fine-Tuning Your Mind and Moving Past Your Stuck Points)
Shearwater TSCM specialises in the design, manufacture and training for integrated counter surveillance solutions. Our clients include government, military organisations, police, larger corporations and professional sweep teams. Shearwater's equipment is deployed around the world. The close relationship the company has with it's clients, through training and feedback from field operations, ensures that ongoing development focuses on leading edge, maintaining a 'Defence in Breadth' philosophy.
Shearwater TSCM
Ask your client to recall a time that he or she was able to successfully manage a time of transition or change—a time that he or she was able to “bounce back” from adversity or “survive in a changing world.” Together with your client, create a “causal loop map” of this ‘story of change’ by going through the following steps: 1.While the client is speaking, note down 7-10 key words from the story or example on a piece of paper. Key words may be of any type: behaviors, people, beliefs, values, phenomena, etc. 2.Draw arrows connecting the key words which illustrate the influences between key words and capture the flow of the story. (The arrows should be in the form of an arc or semi-circle rather than a straight line.) A positive or strengthening influence can be indicated by adding a (+) under the arrow. Negative or weakening influences can be shown by placing a (-) under the arrow. 3.When your client has finished telling his or her story, go over your initial map, checking the key words and giving him or her the chance to edit them, or add other key words you may have missed. Also review and check the links you have drawn between the key words. 4.Make sure that you have “closed” feedback loops (as a rule of thumb all key words should have at least one arrow going from them, and another arrow pointing to them). 5.Refine the map by considering the delays that may be involved between links, and searching for other missing links that may be an important part of the story. 6.Find out what beliefs are behind the map (what assumptions do these links presuppose?). Frequently, you will find that managing change involves several loops relating to the how (the steps and strategies involve), the why (the beliefs, values and motivation related to the change) and who (the role and identity issues).
Robert B. Dilts (From Coach to Awakener)
From a strengths perspective, would you like some feedback?
Brent O'Bannon (Selling Strengths: A Little Book for Executive and Life Coaches About Using Your Strengths to Get Paying Clients)
In my experience, the books that tend to flop upon release are those where the author goes into a cave for a year to write it, then hands it off to the publisher for release. They hope for a hit that rarely comes. On the other hand, I have clients who blog extensively before publishing. They develop their book ideas based on the themes that they naturally gravitate toward but that also get the greatest response from readers. (One client sold a book proposal using a screenshot of Google queries to his site.) They test the ideas they’re writing about in the book on their blog and when they speak in front of groups. They ask readers what they’d like to see in the book. They judge topic ideas by how many comments a given post generates, by how many Facebook “shares” an article gets. They put potential title and cover ideas up online to test and receive feedback. They look to see what hot topics other influential bloggers are riding and find ways of addressing them in their book.* The latter achieves PMF; the former never does. One is growth hacking; the other, simply guessing.
Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
Why is this? How can experience be so valuable in some professions but almost worthless in others? To see why, suppose that you are playing golf. You are out on the driving range, hitting balls toward a target. You are concentrating, and every time you fire the ball wide you adjust your technique in order to get it closer to where you want it to go. This is how practice happens in sport. It is a process of trial and error. But now suppose that instead of practicing in daylight, you practice at night—in the pitch-black. In these circumstances, you could practice for ten years or ten thousand years without improving at all. How could you progress if you don’t have a clue where the ball has landed? With each shot, it could have gone long, short, left, or right. Every shot has been swallowed by the night. You wouldn’t have any data to improve your accuracy. This metaphor solves the apparent mystery of expertise. Think about being a chess player. When you make a poor move, you are instantly punished by your opponent. Think of being a clinical nurse. When you make a mistaken diagnosis, you are rapidly alerted by the condition of the patient (and by later testing). The intuitions of nurses and chess players are constantly checked and challenged by their errors. They are forced to adapt, to improve, to restructure their judgments. This is a hallmark of what is called deliberate practice. For psychotherapists things are radically different. Their job is to improve the mental functioning of their patients. But how can they tell when their interventions are going wrong or, for that matter, right? Where is the feedback? Most psychotherapists gauge how their clients are responding to treatment not with objective data, but by observing them in clinic. But these data are highly unreliable. After all, patients might be inclined to exaggerate how well they are to please the therapist, a well-known issue in psychotherapy. But there is a deeper problem. Psychotherapists rarely track their clients after therapy has finished. This means that they do not get any feedback on the lasting impact of their interventions. They have no idea if their methods are working or failing—if the client’s long-term mental functioning is actually improving. And that is why the clinical judgments of many practitioners don’t improve over time. They are effectively playing golf in the dark.11
Matthew Syed (Black Box Thinking: Why Most People Never Learn from Their Mistakes--But Some Do)
Architects generally have been slow to join the evaluation bandwagon. More often than not, the pull to conduct evaluations has come from client organizations, not from the architects themselves. Many architects in the past have regarded POE as negative feedback….
Stewart Brand (How Buildings Learn: What Happens After They're Built)
In coaching we use what is called “Reframing” to change the perspective that a client has of an event. One of my favorites is changing “Failure” to “Feedback” or “Learning experience”. How do you feel if you say “I failed terribly in my last relationship”? Now say “I learned so much from my last relationship, I’m sure I will not make the same mistakes again!” Can you feel the difference?
Marc Reklau (30 Days- Change your habits, Change your life: A couple of simple steps every day to create the life you want)
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Willow Lane
Some ADD adults adapt to the work world by allowing themselves to be pitifully underemployed. Rather than find a great match for their skills and interests, they will work at a job far below their natural abilities. In this way, their inevitable screwups and difficulties with following directions will be balanced by being more capable than those they work with. This strategy has its own set of painful problems. For one thing, knowing you could do and be more can lead to an enduring agony. For another, you may find yourself falling prey to negative feedback from people who aren’t as smart as you are. Another strategy ADD adults sometimes adopt is to overcompensate, working inhuman hours to try to avoid possible criticism. It can be shattering when even this strategy doesn’t prevent criticism from heading your way, whether from colleagues, bosses, or clients. Another problem with this strategy is that it can take a tremendous toll on your personal relationships.
Lara Honos-Webb (The Gift of Adult ADD: How to Transform Your Challenges and Build on Your Strengths)
8. Interactives 

• Work with the client to get detailed feedback and agreement on the interactive brief. 

• Work with client to collect great assets (images, videos, language/quotations, etc.) to include in the brief, and ultimately, in the interactive. 

• Ensure that the interactive is fun, easy and rich with ideas. 

• Maintain simplicity and accessibility.
Philip Hughes (Exhibition Design)
This is nothing special but a simple short 5 or 6 digit phone number that is allotted particularly to a business to send out text messages to their target peoples who have previously opted into to receive these text messages from their own will. The benefit of this is that it is a quit handy service where you can ask the clients to send feedback by typing back a message to the same number
Super Media
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APPLYING WITH A SMALL PORTFOLIO We’ll talk more about applying for jobs soon, but while we’re talking about portfolios, I’ll mention how I got started. The first time I applied for a job, I was honest with the client. I said something like “I’m new to oDesk so don’t have much of a portfolio. I’m willing to work for less than my regular rate in exchange for good feedback (assuming you’re happy with my work of course) so I can build credibility and experience on oDesk”.
Evan Wainberg (The Complete oDesk Handbook: The Step By Step Guide To Launching Your Successful Freelance Career)
Seller Checklist Client: Agent Phone: Agent Cell: Create Seller Folder Pre-listing ___ Listing Introduction Appointment/Pre-listing Questions Answered ___ Confirmation Note Sent ___Listing Items ___Listing Introduction Appointment ___Scheduled Listing Paperwork Appointment ___Buckle Your Seatbelts Letter Sent w/ Include Preparation Checklist ___Schedule Monday Contact in Calendar ___ Listing Paperwork Appointment ___ Listing Basket Delivered/Sign In Yard/Lockbox ___ Listing Agreement and All Disclosures Signed, Make Copies ___ We Have Lift Off Letter Sent/Copy of Listing Agreement/Seller Gameplan ___ Listing on MLS Flyers Ready To Go Feedback Activity Log
Gavin Weber (Real Estate By Referral: How To Work Less, Increase Your Income, And Have More Fun)
I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.
S. Ramadorai (The TCS Story ...and Beyond)
We know that negative reinforcement or punishment works well for behavior that should be eliminated. And we know from feedback theory that the best kind of feedback is descriptive because the client can then make the evaluation. These are valid guidelines but they don’t solve some of the subtle issues that can arise in the relationship.
Edgar H. Schein (Helping: How to Offer, Give, and Receive Help)
I had hundreds of meetings with clients and developed table, chair, and server designs that addressed their needs. The more clients I worked for, the more designs I developed. The more designs I had, the better the chance that the next buyers would see something they liked. Feedback loop in action.
Paul Downs (Boss Life: Surviving My Own Small Business)
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. . .is to make an important, time-limited commitment in the form of a secret personal experiment. The experiment is to act “as if” he were this other character for a few weeks. Kelly stresses that once the client agrees to the experiment, it is important that it begin immediately . . . Importantly, the client does not inform anyone about the experiment. Clients’ desires to share the secret with their friends or spouses are natural expressions of their anxiety or confusion in a novel situation. However, Kelly argues that the enactment would become simply an exercise in acting if others were aware of its temporary and pretend nature. When the client receives feedback that he seems to be acting differently or strangely, that is construed to mean that he is successful in his enactment.
Michael Mahoney
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Why should you go for IT service consultants? Every business and company, irrespective of its size, needs IT services for obvious reasons. Without proper IT solutions, a company cannot have sustainable growth to the fullest. There are plenty of perks and benefits of getting IT solutions. You must know about different aspects of IT services before hiring IT service consultants. Why is the IT consultation service significant? The importance of IT services is known to be immense, whether it is for a big organization or small business. This is why every business and organization requires a professional IT consultant for the right reasons. If you are running a business, you are also supposed to go for an IT consulting company Wisconsin to ease different IT aspects and issues in the best way possible. Professional IT experts and consultants help you identify main IT and other technological challenges and issues. After identifying them, they also do the needful to resolve those issues to accelerate systematic success and growth of your business. A great IT consultant must have a proven approach to draft the best IT solution for their customers with the highest customer satisfaction. Things to consider before hiring an IT consultant You need to consider different things before hiring a professional IT consultant. This is how the growth and success of your company will properly be ensured. This may appear like a challenging task, but you need to follow the right steps to do it. Do your research You are supposed to do your research first. There are different websites to get valuable information and detail to find the best IT consultant out there. As IT consultants for big organizations are extremely needed, doing thorough research is ultra-necessary. Check out the experience and expertise Once you come across a good quality IT consultant, the first and foremost thing for you is to check out their expertise and experience. If they are in this industry for many years, it is a good sign that they have extensive experience in this line of work. On the other hand, try to avoid an IT consultant who is new in this field. Reviews and feedbacks Checking out the reviews and feedback given by their clients is another great way to find a professional IT consultant. You have the option to visit their website to know more about this. If they get positive reviews and feedback, then you can hire them.
X-Centric IT Solutions
A design sprint attempts to compress this work, from the initial debates all the way to receiving market feedback on the resulting decisions, into one highly efficient workweek. On the first day, you figure out the problem you’re trying to solve. On the second day, you sketch out competing solutions. On the third day, you make the tough decision about which solution you want to explore, transforming it into a hypothesis that can be tested. On the fourth day, you throw together a rough prototype that allows you to test the hypothesis, and on the fifth and final day, you put real clients in front of the prototype and learn from their feedback.
Cal Newport (A World Without Email: Reimagining Work in an Age of Communication Overload)
Examine Analyze Compile Draft Edit Supervise Manage Oversee Assemble (exhibits for witness interview of . . . ) Address and resolve (technical issues in document review platform with vendor) Track (status of ongoing review projects or discovery work streams) Strategic discussion Tactical discussion Assist (with the deposition/interview/preparation of . . . ) Prepare Provide (feedback for staff attorneys for quality control) Finalize Build (list of key employees) Create (case chronology timeline; tracking spreadsheet of ongoing work flow and research assignments, etc.) Summarize Submit Assess (litigation strategy for client presentation) File (motion to dismiss . . . ) Participate (in client conference) Update Confer Notice two verbs that I did not include in the list: Review and Code. I never use these words. Biglaw associates do not review and code documents. That
Sarah Powell (Biglaw: How to Survive the First Two Years of Practice in a Mega-Firm, or, The Art of Doc Review)