Taking Feedback Positively Quotes

Most photographers have some kind of verbal patter going on when they shoot: "Great. Turn to me. Big smile. Less shark eyes. Have fun with it. Not like that." Some photographers are compulsively effusive. "Beautiful. Amazing. Gorgeous! Ugh, so gorgeous!" they yell at shutter speed. If you are anything less than insane, you will realize this is not sincere. It's hard to take because it's more positive feedback than you've received in your entire life thrown at you in fifteen seconds. It would be like going jogging while someone rode next to you in a slow-moving car, yelling, "Yes! You are Carl Lewis! You're breaking a world record right now. Amazing! You are fast. You're going very fast, yes!

Racism is the norm rather than an aberration. Feedback is key to our ability to recognize and repair our inevitable and often unaware collusion. In recognition of this, I try to follow these guidelines: 1.   How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you. The above guidelines rest on the understanding that there is no face to save and the game is up; I know that I have blind spots and unconscious investments in racism. My investments are reinforced every day in mainstream society. I did not set this system up, but it does unfairly benefit me, I do use it to my advantage, and I am responsible for interrupting it. I need to work hard to change my role in this system, but I can’t do it alone. This understanding leads me to gratitude when others help me.

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

The exciting aspect of creating a classroom community where there is respect for individual voices is that there is infinitely more feedback because students do feel free to talk — and talk back. And, yes, often this feedback is critical. Moving away from the need for immediate affirmation was crucial to my growth as a teacher. I learned to respect that shifting paradigms or sharing knowledge in new ways challenges; it takes time for students to experience that challenge as positive.

KM: Yes. Mrs. Lopez, she's human. And you know, clearly, she'd like people to show some appreciation for her hard work. But if people just, you know, take her pie and don't even say, "Hey, nice pie," they just scarf it down or whatever- MH: I could see how that would get to be annoying. I mean, if you're constantly providing...pie. And getting no positive feedback- KM: Right! And what about your future? I mean, how do you know people are still going to want your pie in the future? Supposing they become a famous rock star or something. People are going to be offering them pie all over the place. If they haven't promised only to eat your pie, well, where does that leave you?

Juggling is about throwing, not catching That’s why it’s so difficult to learn how to juggle. We’re conditioned to make the catch, to hurdle whatever is in our way to save the day, to—no matter what—not drop the ball. If you spend your time and energy and focus on catching, it’s inevitable that your throws will suffer. You’ll get plenty of positive feedback for the catches you make, but you’ll always be behind, because the throws you manage to make will be ever less useful. Paradoxically, if you get better at throwing, the catches take care of themselves. The only way to get better at throwing, though, is to throw. Throw poorly, throw again. Throw well, throw again. Get good at throwing first.

you break a negative feedback loop by giving it a positive input instead, it will spin into a positive feedback loop. That creates a kind of snowball effect, which takes on a life of its own. Make a small, incremental change today, and it will gather momentum the next day, and the day after that, and the day after that… until you’re surprised at what you’ve accomplished.

Most fundamentally, I used to write because I received positive feedback. To a guy who was picked on pretty relentlessly through a lot of his childhood, the respect and affection of students and teachers is addictive. It was a couple years after grad school that I realized that a need for affirmation wasn’t a good enough reason to keep writing, especially in the face of rejection after rejection after even personal rejection, and that if I was going to do it, I had to acknowledge that it was going to take my whole life. The decision to do it until I’m dead has made the writing and the writing life so much easier.

Virtuality is the cultural perception that material objects are interpenetrated by information patterns. The definition plays off the duality at the heart of the condition of virtuality—materiality on the one hand, information on the other. Normally virtuality is associated with computer simulations that put the body into a feedback loop with a computer-generated image. For example, in virtual Ping-Pong, one swings a paddle wired into a computer, which calculates from the paddle’s momentum and position where the ball would go. Instead of hitting a real ball, the player makes the appropriate motions with the paddle and watches the image of the ball on a computer monitor. Thus the game takes place partly in real life (RL) and partly in virtual reality (VR). Virtual reality technologies are fascinating because they make visually immediate the perception that a world of information exists parallel to the “real” world, the former intersecting the latter at many points and in many ways. Hence the definition’s strategic quality, strategic because it seeks to connect virtual technologies with the sense, pervasive in the late twentieth century, that all material objects are interpenetrated by flows of information, from DNA code to the global reach of the World Wide Web.

Some photographers are compulsively effusive. “Beautiful. Amazing. Gorgeous! Ugh, so gorgeous!” they yell at shutter speed. If you are anything less than insane, you will realize this is not sincere. It’s hard to take because it’s more positive feedback than you’ve received in your entire life thrown at you in fifteen seconds.

I try to follow these guidelines: 1.   How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you.

I try to follow these guidelines: 1. How, where, and when you give me feedback is irrelevant - it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it's on me to build my racial stamina. 2. Thank you.

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If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same. They need criticism, but they also require positive and substantive language and information and true support to really blossom. If you’re perceived as a negative person—always picking, pulling, criticizing—you will simply get tuned out by those around you. Your influence, ability to teach, and opportunity to make progress will be diminished and eventually lost. When that happens, you become useless, a hindrance to progress. When your feedback is interpreted as a personal attack rather than a critique with positive intentions, you are going backward. Constructive criticism is a powerful instrument essential for improving performance. Positive support can be equally productive. Used together by a skilled leader they become the key to maximum results. Most of us seem to be more inclined to offer the negative. I don’t know why, but it’s easier to criticize than to compliment. Find the right mixture for optimum results.

Don’t come to someone with feedback (or a problem) unless you have one or more solutions—In this approach the responsibility lies with the person giving the feedback to also come up with the best solution for acting on the feedback. That sounds totally reasonable and helpful: you’re telling people about the problem and the solution in one bite. • The feedback sandwich—You know this one. You open with good news, slip in some bad news, and then close with good news. That way, the person in front of you is opened up for the bad news by hearing the good news and still likes you in the end because you’ve closed with something good.6 And we’re supposed to give more positive feedback than negative feedback (the best ratio is at least 3:17), so this puts us well on our way to that. • Socratic questioning—Here, you leave people to draw their own conclusions by simply asking a set of helpful questions to take them to the realization that there’s an issue (and the hope is that they’ll then ask you for a solution or even stumble on your solution and offer it up as if it were their own). This, we’re told, increases ownership of the issue because the other person—the person needing to change—came up with the idea himself.

I began to see that the stronger a therapy emphasized feelings, self-esteem, and self-confidence, the more dependent the therapist was upon his providing for the patient ongoing, unconditional, positive regard. The more self-esteem was the end, the more the means, in the form of the patient’s efforts, had to appear blameless in the face of failure. In this paradigm, accuracy and comparison must continually be sacrificed to acceptance and compassion; which often results in the escalation of bizarre behavior and bizarre diagnoses. The bizarre behavior results from us taking credit for everything that is positive and assigning blame elsewhere for anything negative. Because of this skewed positive-feedback loop between our judged actions and our beliefs, we systematically become more and more adapted to ourselves, our feelings, and our inaccurate solitary thinking; and less and less adapted to the environment that we share with our fellows. The resultant behavior, such as crying, depression, displays of temper, high-risk behavior, or romantic ventures, or abandonment of personal responsibilities, which seem either compulsory, necessary, or intelligent to us, will begin to appear more and more irrational to others. The bizarre diagnoses occur because, in some cases, if a ‘cause disease’ (excuse from blame) does not exist, it has to be 'discovered’ (invented). Psychiatry has expanded its diagnoses of mental disease every year to include 'illnesses’ like kleptomania and frotteurism [now frotteuristic disorder in the DSM-V]. (Do you know what frotteurism is? It is a mental disorder that causes people, usually men, to surreptitiously fondle women’s breasts or genitals in crowded situations such as elevators and subways.) The problem with the escalation of these kinds of diagnoses is that either we can become so adapted to our thinking and feelings instead of our environment that we will become dissociated from the whole idea that we have a problem at all; or at least, the more we become blameless, the more we become helpless in the face of our problems, thinking our problems need to be 'fixed’ by outside help before we can move forward on our own. For 2,000 years of Western culture our problems existed in the human power struggle constantly being waged between our principles and our primal impulses. In the last fifty years we have unprincipled ourselves and become what I call 'psychologized.’ Now the power struggle is between the 'expert’ and the 'disorder.’ Since the rise of psychiatry and psychology as the moral compass, we don’t talk about moral imperatives anymore, we talk about coping mechanisms. We are not living our lives by principles so much as we are living our lives by mental health diagnoses. This is not working because it very subtly undermines our solid sense of self.

Subject Line:  This means a lot… Or Would love to get your opinion…   Email Text:  Dear friends, family, and colleagues:    Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it. This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback. So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better J), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life. Thank you again, and if there is anything else I can do to add value to your life, please let me know. With sincere gratitude,   Your Name

Important: Be sure to put the outgoing email addresses in the BCC field of the email, so that each recipient doesn’t see everyone else you’re sending it to. (Or, you can copy and paste, then send the email to each person individually.) Subject Line: This means a lot… Or Would love to get your opinion… Email Text: Dear friends, family, and colleagues:  Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it.  This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback.  So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better ), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life.  Thank you again, and if there is anything else I can do to add value to your life, please let me know.  With sincere gratitude, Your Name

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

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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.

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In recognition of this, I try to follow these guidelines: 1.   How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you.

Racism is the norm rather than an aberration. Feedback is key to our ability to recognize and repair our inevitable and often unaware collusion. In recognition of this, I try to follow these guidelines: 1.   How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you.

Moving towards such self-belief does not mean you cut yourself off from others and their opinions of your actions. You must take constant measure of how people receive your work, and use to maximum effect their feedback (see chapter 7). But this process must begin from a position of inner strength. If you are dependent on their judgments for your sense of worth, then your ego will always be weak and fragile. You will have no center or sense of balance. You will wilt under criticisms and soar too high with any praise. Their opinions are merely helping you shape your work, not your self-image. If you make mistakes, if the public judges you negatively, you have an unshakable inner core that can accept such judgments, but you remain convinced of your own worth.

Realization 4. News from field climatologists will keep getting worse. When one positive feedback—such as a “gigaburp” of methane released from melting permafrost—takes off conspicuously, a sense of public emergency will take off with it. Already temperatures in the Arctic have gone up over 4°C since 1950. The suddenness of a self-accelerating phenomenon invites proportionally immediate response.

If such a positive feedback loop should ever arise in a collection of molecules, the concentrations of all members of the autocatalytic set would take off. Kauffman’s astonishing discovery was that the existence of such loops was absolutely certain if the number of kinds of molecules in the soup was large enough. And this number did not have to be very large. A molecular mixture shows a natural transition from boring to fascinating behavior as the number of kinds of molecules grows. This transition forms the basis of a completely new theory in which the origin of life is not improbable, but inevitable.

When leaders solicit criticism, respond constructively to it, and reward it, they begin the process of normalizing feedback as a positive force. When the CEO solicits criticism and rewards people for giving it to them it sends a signal to middle managers that they should do the same. As people at all levels of the organization realize giving honest feedback is safe and even encouraged, a virtuous cycle ensues, producing teams that function at a remarkably high level. People are more innovative when they are less afraid to take risks, and when they learn from mistakes rather than hiding and repeating them.

low-context, explicit communication as well as direct negative feedback. The natural coherence of these two positions makes communication from people in this quadrant fairly easy to decode. Take any messages they send literally and understand that it is not intended to be offensive but rather as a simple sign of honesty, transparency, and respect for your own professionalism.

Any attempts to trick ourselves into work with external rewards (like doing something nice after finishing a chapter) are only short-term solutions with no prospect of establishing a positive feedback loop. These are very fragile motivational constructions. Only if the work itself becomes rewarding can the dynamic of motivation and reward become self-sustainable and propel the whole process forward

Many other industries have their practice patterns measured. In 2009, the utility company Positive Energy (now Opower) was interested in reducing power use in neighborhoods. Their data showed that some households used far more electricity than their neighbors. After all, there are no standardized protocols on turning lights on or off when one vacates a room. Just ask anyone who’s argued with a spouse about this issue. The company decided to mail each household a regular feedback report that compared their electricity and natural gas usage to that of similarly sized households in their neighborhood. Playing on the benchmarking theme, the data feedback intervention resulted in an overall reduction in household energy use. When people saw they were outliers, they modified their habits so their usage fell more into line with that of their peers. In a year, this simple intervention reduced the total carbon emissions of the participating houses by the equivalent of 14.3 million gallons of gasoline, saving consumers more than $20 million.4 Lots of utility companies now take this approach—and it works.

I try to start by sprinkling the ground with a few light positive comments and words of appreciation. Then I ease into the feedback with “a few small suggestions.” As I’m giving the feedback, I add words like “minor” or “possibly.” Then I wrap up by stating that “This is just my opinion, for whatever it is worth,” and “You can take it or leave it.” The elaborate dance is quite humorous from a German’s point of view. We’d be much more comfortable just stating Das war absolut unverschämt (“that was absolutely shameless”). But it certainly gets my desired results!

How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina.

They might not ask you for your opinion, but you should be prepared to offer constructive and positive feedback. Most of all, avoid being negative and petty.

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

All rituals are grounded in repetition and rigidly fixed action sequences.17 But they differ from habits in one important way. Rituals lack a direct, immediate reward. Instead, we have to invent a meaning and impose it on them. We lift our glasses to toast, blow out candles on a birthday cake, and wear caps and gowns at graduation. The act of standing silently for a song, singing while candles burn, or wearing a ceremonial costume acts as feedback, reinforcing our belief that something meaningful is taking place—an act of respect for our country, a celebration of another year, or an educational accomplishment.

Mistakes and symptoms: Fishing for compliments. “I’m thinking of starting a business... so, do you think it will work?” “I had an awesome idea for an app — do you like it?” Exposing your ego (aka The Pathos Problem). “So here’s that top-secret project I quit my job for... what do you think?” “I can take it — be honest and tell me what you really think!” Being pitchy. “No no, I don’t think you get it...” “Yes, but it also does this!” Being too formal. “So, first off, thanks for agreeing to this interview. I just have a few questions for you and then I’ll let you get back to your day…” “On a scale of 1 to 5, how much would you say you…” “Let’s set up a meeting.” Being a learning bottleneck. “You just worry about the product. I’ll handle the customers.” “Because the customers told me so!” “I don’t have time to talk to people — I need to get back to coding!” Collecting compliments instead of facts and commitments. “We’re getting a lot of positive feedback.” “Everybody I’ve talked to loves the idea.

An excessively positive outlook can also complicate dying. Psychologist James Coyne has focused his career on end-of-life attitudes in patients with terminal cancer. He points out that dying in a culture obsessed with positive thinking can have devastating psychological consequences for the person facing death. Dying is difficult. Everyone copes and grieves in different ways. But one thing is for certain: If you think you can will your way out of a terminal illness, you will be faced with profound disappointment. Individuals swept up in the positive-thinking movement may delay meaningful, evidence-based treatment (or neglect it altogether), instead clinging to so-called “manifestation” practices in the hope of curing disease. Unfortunately, this approach will most often lead to tragedy. In perhaps one of the largest investigations on the topic to date, Dr. Coyne found that there is simply no relationship between emotional well-being and mortality in the terminally ill (see James Coyne, Howard Tennen, and Adelita Ranchor, 2010). Not only will positive thinking do nothing to delay the inevitable; it may make what little time is left more difficult. People die in different ways, and quality of life can be heavily affected by external societal pressures. If an individual feels angry or sad but continues to bear the burden of friends’, loved ones’, and even medical professionals’ expectations to “keep a brave face” or “stay positive,” such tension can significantly diminish quality of life in one’s final days. And it’s not just the sick and dying who are negatively impacted by positive-thinking pseudoscience. By its very design, it preys on the weak, the poor, the needy, the down-and-out. Preaching a gospel of abundance through mental power sets society as a whole up for failure. Instead of doing the required work or taking stock of the harsh realities we often face, individuals find themselves hoping, wishing, and praying for that love, money, or fame that will likely never come. This in turn has the potential to set off a feedback loop of despair and failure.

1. Understanding Myanmar's Market Research: The Function of AMT Market Research In the rapidly changing economic landscape of Myanmar, businesses are increasingly recognizing the significance of making well-informed decisions based on complete market insights. One of the central members driving this development is AMT Statistical surveying, a main market research survey in Myanmar which has laid out its presence in Myanmar. With a populace of more than 54 million, Myanmar is a country wealthy in assets and potential. Be that as it may, its market is perplexing, impacted by a heap of elements like social variety, monetary vacillations, and administrative changes. Organizations need accurate data and insights to effectively navigate this complexity, and AMT Market Research meets this need. AMT Market Research has established itself as one of the best market research firms by employing cutting-edge techniques tailored to Myanmar's particular landscape. They use a combination of qualitative and quantitative research methods to get a complete picture of the market. From buyer conduct investigation to cutthroat scene appraisals, AMT gives priceless bits of knowledge that assist organizations with pursuing informed vital choices. market research survey in Myanmar is one of AMT's most distinctive methods. AMT enables businesses to comprehend preferences, purchasing habits, and emerging trends by directly engaging with customers and gathering firsthand feedback. Businesses can strategically tailor their offerings thanks to this grassroots approach, which not only reveals what consumers want but also identifies market gaps. AMT' market research survey in Myanmar, on top of that, are designed to be comprehensive yet effective. They use a combination of online surveys, focus groups, and in-person interviews to get responses from a wide range of people from different demographic groups. By collecting data in a variety of ways, businesses can reach a wider audience while also focusing on specific markets. It is essential to have an understanding of socioeconomic factors in a market that is still in its infancy. In their surveys, AMT Market Research emphasizes the significance of demographic insights. They assist businesses in developing targeted marketing strategies that resonate with their intended audience by taking into account variables such as education levels, income levels, and regional differences. This scientific thoroughness guarantees that suggestions are information driven as well as mirror the social and monetary real factors of the customers. Another thing that sets it apart is the company's dedication to conducting research in an ethical manner. AMT Market Research's core values of honesty, integrity, and dependability help to build trust with clients and respondents alike. Organizations can feel sure that the bits of knowledge gave are precise as well as gathered with deference for members' privileges and information security. The demand for high-quality market research will only grow as the economy of Myanmar continues to mature and the market attracts more attention from around the world. AMT Market Research positions itself as a crucial partner for businesses looking to enter or expand into the Myanmar market and is prepared to meet this demand. They are at the forefront of this ever-evolving sector because of their expertise and local knowledge. In conclusion, AMT Market Research provides essential tools and insights that can aid in strategic planning and execution for businesses trying to navigate the complexities of Myanmar's market. They play a crucial role in shaping the future of businesses in Myanmar through their commitment to ethical practices and comprehensive market research surveys. Associations looking for development ought to think about utilizing AMT's ability to open the potential inside this promising business sector.

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:  

Memory is subjected to a psychological process consisting of the recall of an event. When recalling an event from memory, distortion and selection of certain cues take place. When emphasis is placed on a cue, the cue becomes more and more dominant because of the positive feedback involved in the conditioning. The more sexually stimulating the fantasy becomes, the greater the likelihood that the progression to a masturbatory fantasy will occur. Consequently, through conditioning, it is the fantasy itself that becomes more and more erotically arousing. McGuire et al. (1965) offered a paraphilic case example to illuminate this fantasy progression. A 17-year-old male had witnessed a young girl changing clothes through an open window. He was initially stimulated by this encounter and subsequently took to masturbating while remembering the incident. With the passage of time, the memory of the actual event became vague. However, advertisements and shop window displays of women’s lingerie continually reminded him of the initial image. These visual cues were used as part of his fantasy and, through the course of 3 years, his sexual interests in women gradually and consistently changed to include an erotic fascination with female undergarments. To sustain his paraphilic fantasy, the man either bought or stole these items.

With an objective eye, take an inventory of your successes and enlist the honest feedback of a trusted and respected mentor or peer. Chances are they see you in a better light than you see yourself!

If you want to enjoy confidence, engagement, positive feedback, connection, and reward in your relationships, start being and doing what it takes to make it happen.

Speaking on Stage Speakers and presenters have only a few short seconds before their audience members begin forming opinions. True professionals know that beginning with impact determines audience engagement, the energy in the room, positive feedback, the quality of the experience, and whether or not their performance will be a success. A few of the popular methods which you can use to break the ice from the stage are: • Using music. • Using quotes. • Telling a joke. • Citing statistics. • Showing a video. • Asking questions. • Stating a problem. • Sharing acronyms. • Sharing a personal story. • Laying down a challenge. • Using analogies and comparisons. • Taking surveys; raise your hand if . . . Once you refine, define, and discover great conversation starters, you will enjoy renewed confidence for communicating well with new people.

Your teacher, parent or boss is a human being with their own fears, insecurities and hang ups. The only difference is that their position or role in your life allows them to take their insecurities out on you and dress it up as feedback or guidance.

A Few Tips for Storytelling to Children Children love to hear stories. They laugh, smile, giggle, and their ears perk up to the sound of a good story. However, children can also lose attention at the drop of a hat. It can take a lot to capture and maintain their attention.   Quick feedback and its absence One of the greatest differences between child and adult audiences is that children give immediate feedback. If they cannot relate to your stories, or if you are not connecting enough with them, they may interrupt you or leave. However, if you do capture their attention, they settle in a comfortable position and look at you with interest. You can use this as a bar to determine how your storytelling is going and what needs to change, if anything.   Tone Your tone and voice often convey a lot more messages than your words. You may need to change your tone often while dealing with younger children (a higher tone of voice). The younger the audience is, the more physical your approach should be. They enjoy you acting the part out, as well as using different accents or tones of voice for different characters in the story.

How, where, and when you give me feedback is irrelevant—it is the feedback I want and need. Understanding that it is hard to give, I will take it any way I can get it. From my position of social, cultural, and institutional white power and privilege, I am perfectly safe and I can handle it. If I cannot handle it, it’s on me to build my racial stamina. 2. Thank you.

Treat Your Manager as a Coach Given what we’ve discussed about the role of managers, your own boss should be one of your best sources of learning. But this might not naturally be the case. Maybe he doesn’t see the day-to-day of your work, or he’s busy putting out other fires, or he simply isn’t as proactive about helping to guide your path as you’d like. Regardless, the person most invested in your career isn’t him; it’s you. Your own growth is in your hands, so if you feel you aren’t learning from your manager, ask yourself what you can do to get the relationship that you want. One of the biggest barriers I’ve found is that people shy away from asking their managers for help. I know that feeling well; for years, I held the mental model that my boss—like my teachers and professors of the past—was someone in a position of authority who took note of what I did and passed judgment on it. As such, how I interacted with my manager could be summarized in one neat statement: Don’t mess it up. I considered it a failure if my manager had to get involved in something I was responsible for. It felt to me like the equivalent of a blinking neon sign that read, Warning: employee not competent enough to take care of task on her own. But we know by now that a manager’s job is to help her team get better results. When you do better, by extension, she does better. Hence, your manager is someone who is on your side, who wants you to succeed, and who is usually willing to invest her time and energy into helping you. The key is to treat your manager as a coach, not as a judge. Can you imagine a star athlete trying to hide his weaknesses from his coach? Would you tell a personal trainer, “Oh, I’m pretty fit, I’ve got it under control,” when she asks you how she can help you achieve a better workout? Of course not. That is not how a coaching relationship works. Instead, engage your manager for feedback. Ask, “What skills do you think I should work on in order to have more impact?” Share your personal goals and enlist his help: “I want to learn to become a better presenter, so I’d be grateful if you kept an eye out for opportunities where I can get in front of others.” Tell him your hard problems so he can help you work through them: “I’m making a hiring call between two candidates with different strengths. Can I walk you through my thinking and get your advice?” When I started to see 1:1s with my manager as an opportunity for focused learning, I got so much more out of it. Even when I’m not grappling with a problem, asking open-ended questions like, “How do you decide which meetings to attend?” or “How do you approach selling a candidate?” takes advantage of my manager’s know-how and teaches me something new.