Feedback Inspirational Quotes

Purposeful planning is most effective when you are actively seeking and getting feedback from those whose judgement you trust and respect.

There is a purpose for everyone you meet. Some people will test you, some will use you, some will bring out the best in you, but everyone will teach you something about yourself. Both positive and negative relationships teach you valuable lessons. This is an incredible step toward expanding your consciousness. The road to self-discovery requires help from others. As humans we are always seeking feedback and approval from others. That is how we learn and become better as individuals. No relationship is a waste of time. The wrong ones teach you the lessons that prepare you for the right ones. Appreciate everyone that enters your life because they are contributing to your growth and happiness.

I am tired of faking confidence or being told that my lack thereof is a fault when it seems to me the most natural reaction I could possibly have to the lifelong feedback women are given. I don't want to be confident or inspirational and I don't really want to buck up anymore because the faking takes more energy sometimes than the work itself.

The present is the feed-back of your past, the future is always a feed-forward of your present. Beware and take note of what you feed your mind in your present-future and learn not to feed your mind ingredients of feed-backs.

Successful people use failures to sharpen their intuition by acknowledging mistakes for what they truly are - feedback.

There is no failure. Only feedback.

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.

Why fear feedback? Why stigmatize failure in the workplace when it’s bringing you closer to achieving your organizational goals.

The longer you pause to process surprising or negative feedback, the more likely you are to learn from it.

If you are blind to your flaws, you can’t address them.

We always started small, with some inspiration. We made demos. We mixed in feedback. We listened to guidance from smart colleagues. We blended in variations. We honed our vision. We followed the initial demo with another and then another. We improved our demos in incremental steps. We evolved our work by slowly converging on better versions of the vision. Round after round of creative selection moved us step by step from the spark of an idea to a finished product.

Persistence is very important. You should not give up unless you are forced to give up.” No doubt, entering space is an unforgiving business to deal with but Musk mastered it. His biggest advice is to, “really pay attention to negative feedback and actively solicit it, particularly from friends... hardly anyone does that. It's incredibly helpful.

In Every Relationship There Should Not Be Only Sweet Talks But Timely Feedback As Well”.

Treat feedback as a gift, not as a slap in the face.

Achieving a mixture of both short term and long term goals provides a healthy composite of feedback, where we reap the rewards of our efforts on a consistent basis.

There is no failure, only feedback

Feelings naturally arise as passing states of awareness and are not part of us - rather, they give feedback and then expire.

Diagnostic, comment-based feedback is now known to promote learning, and it should be the standard way in which students’ progress is reported.

Pushing past what is comfortable, however is only one part of the deliberate-practice story; the other part is embracing honest feedback — even if it destroys what you thought was good.

Paying attention to the present moment without letting your thoughts and ideas about the past and the future get in the way is essential. Why? Because it makes room for the views of others. It allows us to begin to trust them—and, more important, to hear them. It makes us willing to experiment, and it makes it safe to try something that may fail. It encourages us to work on our awareness, trying to set up our own feedback loop in which paying attention improves our ability to pay attention. It requires us to understand that to advance creatively, we must let go of something. As the composer Philip Glass once said, “The real issue is not how do you find your voice, but … getting rid of the damn thing.

Thankfully existing only in SMALL pockets within our discipline, is “intellectual” snobbery. It’s a hushed but ugly truth that people are made to feel not worthy to be among a certain set – didn’t attend the right school or don’t have the requisite abbreviations to follow their name. I know what that feels like. Good thing I'm pigheaded, have a bigger vision and committed to my craft, or I would’ve succumbed to it long ago. That is why when I meet an emerging writer who’s serious about developing their craft, I try to encourage them as much as I can. I say IGNORE the highbrow cliques and prove your mettle by growing, accepting balanced feedback and most of all, creating work that will stand the test of time. Period.

You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged. To set up a healthy feedback system, you must remove power dynamics from the equation—you must enable yourself, in other words, to focus on the problem, not the person.

Leadership is a skill you will need to learn to be successful in business. Good leaders are able to inspire their teams and achieve more than those who are overly forceful or too weak. The best business leaders have a mix of formal education and street smarts, stay focused on the mission, welcome feedback, and listen to their teams. They seek to bring out the best in people. Sometimes being a leader means making tough decisions—you have to be prepared to take the rap for whatever choices you make.

Candor isn’t cruel. It does not destroy. On the contrary, any successful feedback system is built on empathy, on the idea that we are all in this together, that we understand your pain because we’ve experienced it ourselves. The need to stroke one’s own ego, to get the credit we feel we deserve—we strive to check those impulses at the door. The Braintrust is fueled by the idea that every note we give is in the service of a common goal: supporting and helping each other as we try to make better movies.

I am indebted to the following colleagues for their advice, assistance, or support: Dr. Alfred Lerner, Dori Vakis, Robin Heck, Dr. Todd Dray, Dr. Robert Tull, and Dr. Sandy Chun. Thanks also to Lynette Parker of East San Jose Community Law Center for her advice about adoption procedures, and to Mr. Daoud Wahab for sharing his experiences in Afghanistan with me. I am grateful to my dear friend Tamim Ansary for his guidance and support and to the gang at the San Francisco Writers Workshop for their feedback and encouragement. I want to thank my father, my oldest friend and the inspiration for all that is noble in Baba; my mother who prayed for me and did nazr at every stage of this book’s writing; my aunt for buying me books when I was young. Thanks go out to Ali, Sandy, Daoud

At each of the meetings, I was struck that there seemed to be two kinds of reviewers: some who would look for flaws in the papers, and then pounce to kill them; and others who started from a place of seeking and promoting good ideas. When the “idea protectors” saw flaws, they pointed them out gently, in the spirit of improving the paper—not eviscerating it. Interestingly, the “paper killers” were not aware that they were serving some other agenda (which was often, in my estimation, to show their colleagues how high their standards were). Both groups thought they were protecting the proceedings, but only one group understood that by looking for something new and surprising, they were offering the most valuable kind of protection. Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room for it to grow.

There were also many cases of feedback between physics and mathematics, where a physical phenomenon inspired a mathematical model that later proved to be the explanation of an entirely different physical phenomenon. An excellent example is provided by the phenomenon known as Brownian motion. In 1827, British botanist Robert Brown (1773-1858) observed that wen pollen particles are suspended in water, they get into a state of agitated motion. This effect was explained by Einstein in 1905 as resulting from the collisions that the colloidal particles experience with the molecules of the surrounding fluid. Each single collision has a negligible effect, because the pollen grains are millions of times more massive than the water molecules, but the persistent bombardment has a cumulative effect. Amazingly, the same model was found to apply to the motions of stars in star clusters. There the Brownian motion is produced by the cumulative effect of many stars passing by any given star, with each passage altering the motion (through gravitational interaction) by a tiny amount.

FOR MANY YEARS, I was on a committee that read and selected papers to be published at SIGGRAPH, the annual computer graphics conference I mentioned in chapter 2. These papers were supposed to present ideas that advanced the field. The committee was composed of many of the field’s most prominent players, all of whom I knew; it was a group that took the task of selecting papers very seriously. At each of the meetings, I was struck that there seemed to be two kinds of reviewers: some who would look for flaws in the papers, and then pounce to kill them; and others who started from a place of seeking and promoting good ideas. When the “idea protectors” saw flaws, they pointed them out gently, in the spirit of improving the paper—not eviscerating it. Interestingly, the “paper killers” were not aware that they were serving some other agenda (which was often, in my estimation, to show their colleagues how high their standards were). Both groups thought they were protecting the proceedings, but only one group understood that by looking for something new and surprising, they were offering the most valuable kind of protection. Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room for it to grow.

Skills Unlocked: How to Build Heroic Character Strengths If you want to make a change for the better or achieve a tough goal, don’t worry about motivation. Instead, focus on increasing your self-efficacy: confidence in your ability to solve your own problems and achieve your goals. The fastest and most reliable way to increase your self-efficacy is to learn how to play a new game. Any kind of game will do, because all games require you to learn new skills and tackle tough goals. The level of dopamine in your brain influences your ability to build self-efficacy. The more you have, the more determined you feel, and the less likely you are to give up. You’ll learn faster, too—because high dopamine levels improve your attention and help you process feedback more effectively. Keep in mind that video games have been shown to boost dopamine levels as much as intravenous amphetamines. Whenever you want to boost your dopamine levels, play a game—or make a prediction. Predictions prime your brain to pay closer attention and to anticipate a reward. (Playing “worst-case scenario bingo” is an excellent way to combine these two techniques!) You can also build self-efficacy vicariously by watching an avatar that looks like you accomplish feats in a virtual world. Whenever possible, customize video game avatars to look like you. Every time your avatar does something awesome, you’ll get a vicarious boost to your willpower and determination. Remember, self-efficacy doesn’t just help you. It can inspire you to help others. The more powerful you feel, the more likely you are to rise to the heroic occasion. So the next time you feel superpowerful, take a moment to ask yourself how you can use your powers for good.

SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.

Strong and confident people can intimidate their colleagues, subconsciously signaling that they aren’t interested in negative feedback or criticism that challenges their thinking.

We owe our success more to our enemies than to our friends. Friends may not provide the unfiltered feedback that forces you to improve yourself, but enemies do.

In the case of feedback, when someone says you can't do something or accomplish anything great in life; then this is a great source of motivation for you. It is a waking call to force you to do better than before.

The purpose of feedback is to let an employee know what to improve and be inspired to do so.

To become caught in pessimism is to fall victim to an infinitely regressing feedback loop: we wouldn’t be so pessimistic if our world wasn’t manifesting so darkly, and our world wouldn’t be manifesting so darkly if we weren’t so pessimistic. To become fixed in the point of view of seeing things pessimistically is to unwittingly become an ally of the very darkness that is inspiring our pessimism. This is to have fallen into a self-generating, samsaric feedback loop, self fulfilling in nature, that will, if so empowered, undoubtedly destroy us. It is crazy to not invest our creative energy into envisioning that we can “come together” and turn the tide, and just as crazy to imagine that we can’t. If we aren’t investing our creative imagination in ways for us to heal, evolve, and wake up, then what are we thinking? If we aren’t using our God-given gifts to create a better world, we have fallen under the spell of wetiko

Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others.” To reap the full benefits of OKRs, feedback must be integral to the process. If you don’t know how well you’re performing, how can you possibly get better? Today’s workers “want to be ‘empowered’ and ‘inspired,’ not told what to do. They want to provide feedback to their managers, not wait for a year to receive feedback from their managers. They want to discuss their goals on a regular basis, share them with others, and track progress from peers.” Public, transparent OKRs will trigger good questions from all directions: Are these the right things for me/you/us to be focused on? If I/you/we complete them, will it be seen as a huge success? Do you have any feedback on how I/we could stretch even more?

First and foremost, we want our teenagers to regard their feelings in this important way: as data. Whether painful or pleasant, emotions are fundamentally informational. They bubble up as we move through our days, delivering meaningful feedback. Our emotions give us status reports on our lives and can help guide decision making. Noticing that you feel upbeat and energized after a lunch with a particular friend might inspire you to spend more time with that person. Realizing that you’re dreading an upcoming office party might get you thinking about whether it’s really worth attending this year. Rather than viewing our emotions as disruptive, we’re usually better off if we treat them as a constant stream of messengers arriving with updates on how things are going.

Strategic thinking/visioning. Able to see and communicate the big picture in an inspiring way. Determines opportunities and threats through comprehensive analysis of current and future trends. • Creativity/innovation. Generates new and innovative approaches to problems. • Enthusiasm. Exhibits passion and excitement over work. Has a can-do attitude. • Work ethic. Possesses a strong willingness to work hard and sometimes long hours to get the job done. Has a track record of working hard. • High standards. Expects personal performance and team performance to be nothing short of the best. • Listening skills. Lets others speak and seeks to understand their viewpoints. • Openness to criticism and ideas. Often solicits feedback and reacts calmly to criticism or negative feedback. • Communication. Speaks and writes clearly and articulately without being overly verbose or talkative. Maintains this standard in all forms of written communication, including e-mail.

Approaching someone with dignity, gratitude, understanding, and, more specifically, soothing the triggered creature brain before delivering feedback isn’t parenting or babysitting. It is the most effective approach to getting the result you want. You’re not only fulfilling their needs, you’re also better fulfilling your business’ needs.

Feedback is an investment in the importance of someone.

Summed up, Inspiring Accountability methodology asserts that leaders are accountable for contributing toward an employee being engaged in their work, receptive to feedback, improvement and accountability, and resourceful toward results.

Negative feedback and experiences are damaging in the moment and longer lasting in our memories.

We’ve looked at over a dozen policies and processes that most companies have but that we don’t have at Netflix. These include: Vacation Policies Decision-Making Approvals Expense Policies Performance Improvement Plans Approval Processes Raise Pools Key Performance Indicators Management by Objective Travel Policies Decision Making by Committee Contract Sign-Offs Salary Bands Pay Grades Pay-Per-Performance Bonuses These are all ways of controlling people rather than inspiring them. It’s not easy to avoid chaos and anarchy as you remove these controls, but if you develop every employee’s sense of self-discipline and responsibility, help them develop enough knowledge to make good decisions, and develop a feedback culture to stimulate learning, you’ll be amazed at how effective your organization can be.

Paying attention to the present moment without letting your thoughts and ideas about the past and the future get in the way is essential. Why? Because it makes room for the views of others. It allows us to begin to trust them—and, more important, to hear them. It makes us willing to experiment, and it makes it safe to try something that may fail. It encourages us to work on our awareness, trying to set up our own feedback loop in which paying attention improves our ability to pay attention.

Creativity has to start somewhere, and we are true believers in the power of bracing, candid feedback and the iterative process—reworking, reworking, and reworking again,

The key is to look at the viewpoints being offered, in any successful feedback group, as additive, not competitive.

any successful feedback system is built on empathy, on the idea that we are all in this together,

Taking action provides immediate feedback and an opportunity to review your progress to see if you are on the right track.

Feedback is to success like rest is to the body.

Candor isn’t cruel. It does not destroy. On the contrary, any successful feedback system is built on empathy, on the idea that we are all in this together, that we understand your pain because we’ve experienced it ourselves. The need to stroke one’s own ego, to get the credit we feel we deserve—we strive to check those impulses at the door. The Braintrust is fueled by the idea that every note we give is in the service of a common goal: supporting and helping each other as we try to make better movies. It

About MC Steve Even when I was a kid, I knew I wanted to be a writer. Stories always fascinated me. And I did not just see them in books and movies… I saw them everywhere - especially in video games. When I looked at the characters in the video games I loved, I always wondered: What is their story? What do they spend their time thinking about? What great adventures will they have? Now, as an adult, and living in the greatest city in the world, I still wonder the same things. Living in New York means that ten thousand times a day I pass by strangers, each with rich and complicated lives I know nothing about. But I want to know! And when I want to know, I write. There is a medium for stories that I think many people – especially adults – ignore: and that is video games. So long and complicated are the plots of video games that sometimes they are richer than movies, or even books! In fact, it was Minecraft that actually got me going in my writing career. I saw it as a channel where the audience could not only engage in the stories, but actively participate in them. Hence, my desire to write my first book - Diary of a Minecraft Wimpy Zombie. When I first published my story, I was terrified. What will people think of me? Will they like my stories? However, given some time, kids have come up to me and told me how much they loved my book. They were not only reading, but enjoying my book! It was this feeling - reaching and connecting with kids – that inspired me to write some more. And, as I continued to write, the more positive feedback I got! Before I knew it, Readers’ Favorite rated my book 5 Stars and I became a #1 Amazon best-selling author, all from following my passion and responding to the passion I saw in others. Wimpy Zombie says, “Because zombies can’t go out into the sun, most of them tend to be afraid of anything that can go into the sun and live to tell the tale.” Let me say this: in a writer’s sense, I used to be a zombie. I was afraid to display my work to the light of day, for fear of the scorching rays of ridicule, embarrassment, or failure. But, like Wimpy Zombie eventually learns, and I learned myself, everyone needs to, at some point in their lives, be brave enough to venture into the sun. If you’d like to post a review, click on the button below and it will take you to the reviews page straightaway:  

A fair amount of feedback had focused on John himself, and not all of it was positive. In

We’ve been told that we should assess other people as objectively as possible. That’s a tragic mistake. Assessments are never objective (at best we can say they are culturally grounded, if many people share the same assessment), but nevertheless we often believe that they are. We turn our subjective impressions into “truths” about a person; no wonder they resist our feedback. Rather

Always consider constructive feedback as a surprise gift.

INPUTS: Stated succinctly, what is the clear and compelling purpose for the system? OUTPUTS: What are the meaningful outcomes you are committed to achieving? FEEDBACK: To what degree does your feedback process allow you to manage the inputs and improve the outputs on a consistent basis? In what ways has your “systems intelligence” grown?

Everything We Keep wouldn’t be the story it is today without my first readers—Elizabeth Allen, Bonnie Dodge, Vicky Gresham, Addison James, and Orly Konig-Lopez—who patiently read revision after revision. Your honest feedback helped make me a better storyteller and writer. And while all this writing was happening, someone had the crazy notion of launching an association. To my cofounders of the Women’s Fiction Writers Association, you are my inspiration! We can write books and build a national organization. How fabulous is that? I have to recognize my parents, Bill and Phyllis Hall. They’ve been my biggest champions

Many teams get into a lot of grief with the concept of a minimum viable product (MVP) because on the one hand we are very motivated to get this out in front of customers fast to get feedback and learn. And, on the other hand, when we do get out there fast, people feel like this so‐called product is an embarrassment to the brand and the company. How could we possibly consider launching this?

Leaders who reinvent need the right stuff, the right capabilities. The approaches and leadership styles of the 20th century are insufficient today. Three critical capabilities for Reinventors are real-time feedback, emotional intelligence, and inspirational leadership.

It is natural for people to fear that such an inherently critical environment will feel threatening and unpleasant, like a trip to the dentist. The key is to look at the viewpoints being offered, in any successful feedback group, as additive, not competitive. A competitive approach measures other ideas against your own, turning the discussion into a debate to be won or lost. An additive approach, on the other hand, starts with the understanding that each participant contributes something (even if it’s only an idea that fuels the discussion—and ultimately doesn’t work). The Braintrust is valuable because it broadens your perspective, allowing you to peer—at least briefly—through others’ eyes.

In the very early days of Pixar, John, Andrew, Pete, Lee, and Joe made a promise to one another. No matter what happened, they would always tell each other the truth. They did this because they recognized how important and rare candid feedback is and how, without it, our films would suffer. Then and now, the term we use to describe this kind of constructive criticism is “good notes.

Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room for it to grow.

If TiVo had interviewed customers about how they program their VCRs, they might have gotten feedback that drove them to simplify the programming controls and missed the boat on creating the digital video recording industry. In fact, that’s exactly what the first attempts at improving the VCR looked like.[30] Compare that to asking customers about the time they missed the last 10 minutes of the final episode of Twin Peaks or the game-winning play in the Super Bowl — it’s easy to imagine how quickly (and emphatically) customers would’ve told you about the problems that inspired pausing live TV, recording by show name instead of time slot, and fast-forwarding through commercials.

They had to offer feedback when needed but also had to be willing to stand back and give us room.

I’m not trying to be modest or self-effacing by saying this. Pixar films are not good at first, and our job is to make them so—to go, as I say, “from suck to not-suck.” This idea—that all the movies we now think of as brilliant were, at one time, terrible—is a hard concept for many to grasp. But think about how easy it would be for a movie about talking toys to feel derivative, sappy, or overtly merchandise-driven. Think about how off-putting a movie about rats preparing food could be, or how risky it must’ve seemed to start WALL-E with 39 dialogue-free minutes. We dare to attempt these stories, but we don’t get them right on the first pass. And this is as it should be. Creativity has to start somewhere, and we are true believers in the power of bracing, candid feedback and the iterative process—reworking, reworking, and reworking again, until a flawed story finds its throughline or a hollow character finds its soul.

The leaders of my department understood that to create a fertile laboratory, they had to assemble different kinds of thinkers and then encourage their autonomy. They had to offer feedback when needed but also had to be willing to stand back and give us room.

After studying the extensive research of experts like Dylan Wiliam (2011), Thomas Guskey (2011), Alfie Kohn (2011), and John Hattie (2007), I knew that replacing grades with narrative feedback would be a central piece of transitioning from a traditional to a student-centered classroom,

Candor isn’t cruel. It does not destroy. On the contrary, any successful feedback system is built on empathy, on the idea that we are all in this together, that we understand your pain because we’ve experienced it ourselves.

The best way for reflection and self-assessment is to hold meetings with yourself. I will pardon you for missing some other meetings, but you must never have an excuse for missing the board meetings you need to hold with yourself – I call these “board meetings between me, myself and I”. The three of us in one place, in a no-holds-barred meeting, where life-changing resolutions are reached to craft my journey to success. As board members we give each other honest feedback.

Feedback places students in a category all their own. This girl’s accomplishments were truly huge accomplishments if you only compare her performance to her ability. If you were to compare her performance with another student’s, she may look, once again, as just a mediocre, slow-processing reader. It isn’t fair, though, to compare her or belittle her progress, success, or accomplishments with another learner’s. She deserves the right to grow, process, and succeed at a rate that works for her and then celebrate when she meets her goals! That’s what feedback has the power to produce in a classroom. (2014)

Feedback places students in a category all their own. This girl’s accomplishments were truly huge accomplishments if you only compare her performance to her ability. If you were to compare her performance with another student’s, she may look, once again, as just a mediocre, slow-processing reader. It isn’t fair, though, to compare her or belittle her progress, success, or accomplishments with another learner’s. She deserves the right to grow, process, and succeed at a rate that works for her and then celebrate when she meets her goals! That’s what feedback has the power to produce in a classroom.

To set up a healthy feedback system, you must remove power dynamics from the equation—you must enable yourself, in other words, to focus on the problem, not the person.

Take the path less traveled and learn from your mistakes. Don’t just let life happen around you; control your future. Learn to ask questions, set small goals, and dream of big ones. Absorb any criticism and let it fuel you. Convince others that you are worthy of your dream, and show them that you are willing to put up a damn good fight for it.

No one creates a perfect resume on their first try.

Live Vulnerably. Speak Mindfully. Seek Truth. Embrace difference. Comparison is a thief. Comfort is your enemy. Feedback is your friend. Difficulty inspires change. Understanding is the connection. Reaction is your freedom.

Growth Mindset Fixed Mindset 10 ……………………………………………. 5 ……………………………………………….….. 1 1 Loves challenging work 1 Avoids challenges 2 Persistence leads to mastery 2 Thinks effort is for those who aren’t good at something 3 Learns from mistakes & failures 3 Brands themselves as failures 4 Believes the brain can be rewired! 4 Thinks talents & intelligence is fixed 5 Shares knowledge with others 5 Does not share knowledge 6 Loves feedback, asks for feedback, learns from it 6 Takes feedback as personal criticism 7 Focuses on the process 7 Too focused on the outcome 8 Open to alternative options 8 Resistant to exploring & adopting new strategies 9 Gets inspired by others’ success 9 Feels threatened by others’ success

Gurus don’t use anger, harsh words, or fear to inspire their students. They realize that fear is a good motivator in the short term but over the long term it erodes trust. Criticism is lazy communication. It’s not constructive, compassionate, or collaborative. Look for ways to communicate so that the other person can consume, digest, and apply your input effectively. Offer them a “love sandwich” where you deliver a piece of constructive criticism between two tasty slices of positive feedback.

Critical feedback is the breakfast of champions. Defensiveness is the dinner of losers. Dharmesh Shah

When a new company is formed, its founders must have a startup mentality—a beginner’s mind, open to everything because, well, what do they have to lose? (This is often something they later look back upon wistfully.) But when that company becomes successful, its leaders often cast off that startup mentality because, they tell themselves, they have figured out what to do. They don’t want to be beginners anymore. That may be human nature, but I believe it is a part of our nature that should be resisted. By resisting the beginner’s mind, you make yourself more prone to repeat yourself than to create something new. The attempt to avoid failure, in other words, makes failure more likely. Paying attention to the present moment without letting your thoughts and ideas about the past and the future get in the way is essential. Why? Because it makes room for the views of others. It allows us to begin to trust them—and, more important, to hear them. It makes us willing to experiment, and it makes it safe to try something that may fail. It encourages us to work on our awareness, trying to set up our own feedback loop in which paying attention improves our ability to pay attention. It requires us to understand that to advance creatively, we must let go of something. As the composer Philip Glass once said, “The real issue is not how do you find your voice, but … getting rid of the damn thing.

How we behave in crisis, what gets rewarded or recognized, what gets ignored, what gets measured and controlled, and what gets people fired, are examples of how culture gets embedded in an organization and the feedback loops that exist in our organizations (Schein, 1985).

any successful feedback system is built on empathy, on the idea

Embrace feedback, learn from experiences, and evolve. Our journey to success is a continuous one!

When a parent finds it difficult to connect with their autistic child and receives no, low or unexpected feedback, they may modify their style of interacting with the child and become more directive[ci][cii][ciii] or hyper-stimulating[civ]. In such a scenario, the parent’s vocal pitch may rise and their prosody alter, their facial expression may become exaggerated, they may enter further and more frequently into their child’s personal space and may become more physical, energetic and vocal in their interactions with the child. For an autistic infant experiencing sensory trauma, such modifications in parental interaction style, inspired by the parent’s desire to connect, may paradoxically make it even more difficult, if not impossible, for the infant to connect with their parent.

The key is to look at the viewpoints being offered, in any successful feedback group, as additive, not competitive. A competitive approach measures other ideas against your own, turning the discussion into a debate to be own or lost. An additive approach, on the other hand, starts with the understanding that each participant contributes something (even if it's only an idea that files the discussion - and ultimately doesn't work).

We all deserve a degree of criticism, but we all are also worthy of constructive feedback.

Watch a baby struggle to sit up, or a toddler learn to walk: you’ll see one error after another, failure after failure, a lot of challenge exceeding skill, a lot of concentration, a lot of feedback, a lot of learning. Emotionally? Well, they’re too young to ask, but very young children don’t seem tortured while they’re trying to do things they can’t yet do. And then . . . something changes. According to Elena and Deborah, around the time children enter kindergarten, they begin to notice that their mistakes inspire certain reactions in grown-ups. What do we do? We frown. Our cheeks flush a bit. We rush over to our little ones to point out that they’ve done something wrong. And what’s the lesson we’re teaching? Embarrassment. Fear. Shame.

it boils down to the following: after the event, ask yourself some questions and capture the answers. You could take inspiration from the military’s After Action Review. There are three question clusters. First, “What was supposed to happen... what did happen... and why the gap?” Then, “What worked... and what didn’t work?” And finally, “What would you do differently next time?” Or you could make it simpler than that, and write down the one thing to do more of next time. Anything, so long as you create that moment of reflection. Feedback, fast and slow. It’s hard to change your behaviour without it.

Challenges. We must embrace challenges rather than avoid them. 2.Obstacles. We must persist through obstacles rather than give up. 3.Effort. We must see effort as a path to mastery rather than as a fruitless endeavor. 4.Criticism. We must learn from criticism rather than ignoring useful feedback. 5.Success of others. We must be inspired by the success of others rather than feeling threatened.

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In a paper published in 1950, the computer scientist Alan Turing suggested a legendary test for whether an AI exhibited human-level intelligence. When AI could display humanlike conversational abilities for a lengthy period of time, such that a human interlocutor couldn’t tell they were speaking to a machine, the test would be passed: the AI, conversationally akin to a human, deemed intelligent. For more than seven decades this simple test has been an inspiration for many young researchers entering the field of AI. Today, as the LaMDA-sentience saga illustrates, systems are already close to passing the Turing test. But, as many have pointed out, intelligence is about so much more than just language (or indeed any other single facet of intelligence taken in isolation). One particularly important dimension is in the ability to take actions. We don’t just care about what a machine can say; we also care about what it can do. What we would really like to know is, can I give an AI an ambiguous, open-ended, complex goal that requires interpretation, judgment, creativity, decision-making, and acting across multiple domains, over an extended time period, and then see the AI accomplish that goal? Put simply, passing a Modern Turing Test would involve something like the following: an AI being able to successfully act on the instruction “Go make $1 million on Amazon in a few months with just a $100,000 investment.” It might research the web to look at what’s trending, finding what’s hot and what’s not on Amazon Marketplace; generate a range of images and blueprints of possible products; send them to a drop-ship manufacturer it found on Alibaba; email back and forth to refine the requirements and agree on the contract; design a seller’s listing; and continually update marketing materials and product designs based on buyer feedback. Aside from the legal requirements of registering as a business on the marketplace and getting a bank account, all of this seems to me eminently doable. I think it will be done35 with a few minor human interventions within the next year, and probably fully autonomously within three to five years.

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Over those nine months in 1999, when we were rushing to reboot this broken film, the Braintrust would evolve into an enormously beneficial and efficient entity. Even in its earliest meetings, I was struck by how constructive the feedback was. Each of the participants focused on the film at hand and not on some hidden personal agenda. They argued—sometimes heatedly—but always about the project. They were not motivated by the kinds of things—getting credit for an idea, pleasing their supervisors, winning a point just to say you did—that too often lurk beneath the surface of work-related interactions. The members saw each other as peers. The passion expressed in a Braintrust meeting was never taken personally because everyone knew it was directed at solving problems. And largely because of that trust and mutual respect, its problem-solving powers were immense.

And yet, candor could not be more crucial to our creative process. Why? Because early on, all of our movies suck. That’s a blunt assessment, I know, but I make a point of repeating it often, and I choose that phrasing because saying it in a softer way fails to convey how bad the first versions of our films really are. I’m not trying to be modest or self-effacing by saying this. Pixar films are not good at first, and our job is to make them so—to go, as I say, “from suck to not-suck.” This idea—that all the movies we now think of as brilliant were, at one time, terrible—is a hard concept for many to grasp. But think about how easy it would be for a movie about talking toys to feel derivative, sappy, or overtly merchandise-driven. Think about how off-putting a movie about rats preparing food could be, or how risky it must’ve seemed to start WALL-E with 39 dialogue-free minutes. We dare to attempt these stories, but we don’t get them right on the first pass. And this is as it should be. Creativity has to start somewhere, and we are true believers in the power of bracing, candid feedback and the iterative process—reworking, reworking, and reworking again, until a flawed story finds its throughline or a hollow character finds its soul.

All directors, no matter how talented, organized, or clear of vision, become lost somewhere along the way. That creates a problem for those who seek to give helpful feedback. How do you get a director to address a problem he or she cannot see? The answer depends, of course, on the situation. The director may be right about the potential impact of his central idea, but maybe he simply hasn’t set it up well enough for the Braintrust to understand that. Maybe he doesn’t realize that much of what he thinks is visible on screen is, in fact, only visible in his own head. Or maybe the ideas presented in the reels don’t work and won’t ever work, and the only path forward is to blow something up or start over. No matter what, the process of coming to clarity takes patience and candor.

Candor isn’t cruel. It does not destroy. On the contrary, any successful feedback system is built on empathy, on the idea that we are all in this together, that we understand your pain because we’ve experienced it ourselves. The need to stroke one’s own ego, to get the credit we feel we deserve—we strive to check those impulses at the door.

Good writers practice. They take time to write, crafting and editing a piece until it’s just right. They spend hours and days just revising.  Good writers take criticism on the chin and say “thank you” to helpful feedback; they listen to both the external and internal voices that drive them. And they use it all to make their writing better. They’re resigned to the fact that first drafts suck and that the true mark of a champion is a commitment to the craft. It’s not about writing in spurts of inspiration. It’s about doing the work, day-in and day-out. Good writers push through because they believe in what they’re doing. They understand this is more than a profession or hobby. It’s a calling, a vocation.

Best processor chip invented by human brain is the one that always keep on receiving Feedback, analysing it and then improve itself accordingly. Funny thing, lots of people using their brain they don't accept feedback, take it as criticism and in most cases do the opposite. Does that mean that our inventions are better than ourselves(in a sense that it correct our mistakes)!!!?

While the seven essential elements are a distillation of what we did on an everyday basis, they represent long-term discovery too. An important aspect of this book is the way we built our creative methods as a by-product of the work as we were doing it. As all of us pitched in to make our products, we developed our approach to creating great software. This was an evolution, an outgrowth of our deliberate attention to the task at hand while keeping our end goal in mind. We never waited around for brilliant flashes of insight that might solve problems in one swoop, and we had few actual Eureka! moments. Even in the two instances in my Apple career when I did experience a breakthrough—more about these later—there certainly was no nude streaking across the Apple campus like Archimedes supposedly did. Instead, we moved forward, as a group, in stepwise fashion, from problem to design to demo to shipping product, taking each promising concept and trying to come up with ways to make it better. We mixed together our seven essential elements, and we formulated “molecules” out of them, like mixing inspiration and decisiveness to create initial prototypes, or by combining collaboration, craft, and taste to give detailed feedback to a teammate, or when we blended diligence and empathy in our constant effort to make software people could use without pulling their hair out. As we did all this mixing and combining of our seven essential elements, we always added in a personal touch, a little piece of ourselves, an octessence, and by putting together our goals and ideas and efforts and elements and molecules and personal touches, we formed our approach, an approach I call creative selection.

A small group of passionate, talented, imaginative, ingenious, ever-curious people built a work culture based on applying their inspiration and collaboration with diligence, craft, decisiveness, taste, and empathy and, through a lengthy progression of demo-feedback sessions, repeatedly tuned and optimized heuristics and algorithms, persisted through doubts and setbacks, selected the most promising bits of progress at every step, all with the goal of creating the best products possible.

If I run, I might fall. If I TRUST someone, I might get backstabbed. If I LOVE someone, I might get hurt. If I share my FEEDBACK, they might ridicule me or make fun of me. If I eat outside food, I might fall sick. If I disagree with someone, they might try to harm my child. If I take a DIFFERENT DIRECTION in my life (without any precedent), I might fail. If I DRIVE on road, I might meet with an accident. If I get into a relationship, they might try to change me. If I don’t follow social norms, they might isolate me. Oh God, with so many fears...one might just stop living. It is as good as being dead. FACE YOUR FEARS, don’t run away from them. As we know Murphy’s law, “IF SOMETHING HAS TO GO WRONG, IT WILL”. Till then, enjoy every day of your life and celebrate every moment of your life. BE FEARLESS. Do BUNGEE JUMP, SKYDIVE, climb mountains, do sea surfing, anything and everything your heart wants to do.

Shame resilient cultures nurture folks who are much more open to soliciting, accepting, and incorporating feedback. These cultures also nuturn engaged, tenacious people who expect to have to try and try again to get it right - people who are much more willing to get innovative and creative in their efforts. A sense of worthiness inspires us to be vulnerable, share openly, and persevere. Shame keeps us small, resentful, and afraid. In shame-prone cultures, where parents, leaders, and administrators consciously or unconsciously encourage people to connect their self-worth to what they produce, I see disengagement, blame, gossip, stagnation, favoritism, and a total dirth of creativity and innovation.