Quick Feedback is Better than No Feedback

My Audi was in for service. I like my car, I like my dealer and I like the Audi brand but all those fond feelings were diminished when I started taking the online survey.
I’m an advocate of asking for customer service feedback. I’m also an advocate for making it quick, easy and painless.

After clicking through what seemed like endless pages of questions and numerical scoring, I finally and thankfully arrived at the end. “Is there anything else you’d like us to know?” was the final question, to which I responded, “Yes. I won’t complete another ridiculously long survey like this again.”

I often don’t respond to surveys because I have neither the time nor inclination. I did in this case because I was quite pleased by the job my service advisor did and wanted Audi and the dealer to know. I came to rue the decision.

Deciding how much to ask and how long the survey will take are important considerations. I realize that more information and detail is more helpful. But beware: asking for too much of the customer’s time is off-putting.

Why not bundle a short survey with a long survey? The short survey may be 5-10 critical questions or scores that don’t take more time. Tell the customer how long it will take before they opt in. Then, after they’ve finished the short survey, ask if they’d be willing to answer some additional questions (and let them know how much longer that will take).

J.D. Powers provided the painfully long survey for Audi, and I respect their ability to gather and crunch useful data. But in the age of perpetual distraction and limited attention, we’ve got to remember that if you don’t get feedback quickly, you may not get it at all.

How Leaders Communicate Part 3: Entertain and Feed-Forward

In my third article in the “How Leaders Communicate” series, I examine how leaders entertain to engage and provide feed-forward.

6)    Entertain to engage

Voltaire is reputed to have said that any speaking style that wasn’t boring was a good style. That’s because being boring is the unforgivable sin of communication.    

For a leader to be heard and understood, he or she must break preoccupation and grab attention, in other words, entertain. That means a leader captures and holds the attention of those being addressed.

As a young lad, I once asked then State Senator David Johnson for advice about public speaking. His words permanently affected me. He said, “Always remember that people want to be entertained. Whether you’re giving a sermon, teaching a class or giving a speech, people want to be entertained.”

You can’t bore people into positive action.

7)  Feedback and feed-forward

If Wheaties is the breakfast of champions, then feedback is the breakfast of winning communicators.

The best way to make sure another person has heard and understood what you said is to ask them to repeat it back to you in their own words. (But I advise not saying, “Now repeat it back to me in your own words” unless you want to alienate that person.) Just request a summary, and take responsibility for any lack of understanding. You could say, “I want to make sure I explained that clearly. Would you please tell me how you understand what I’ve said?”

One of the corniest stories I know is about a man driving up a mountain road in a jeep. Coming down the mountain in the other lane is a woman in a jeep. As she passes, she leans out and yells “Pig!”

The man is offended! She is calling him a name and making a judgment on his character.

As he looks back in his rearview mirror at the woman behind him, he smashes into a hog that is standing in the middle of the road.

That woman wasn’t criticizing him, but rather giving him feedback limited by time. Had circumstances allowed, she might have said, “There is a large farm animal ahead in the middle of the road—be careful!”

Such are the pitfalls of communication. When leaders don’t take time to communicate clearly, the potential for misunderstanding—and even disaster—is high.

Feedback is excellent for adjusting your message and assuring understanding, but it is “after-the-fact.” To increase the odds of future success, you can use feed forward, which provides people with the information they need to be successful before they undertake something.

Feedback provides evaluation of what has been done.

Feed forward clarifies expectations of what needs to be accomplished. It gives people the answers to the final exam in advance.

Feedback focuses on past performance.

Feed forward focuses on future performance. It talks specifically about what a successful performance will be like and enrich the description to enrich the outcome.

Feedback is remedial.

Feed forward is intended to be preventative. Rather than waiting until later to determine if you’ve communicated clearly, information is provided to prevent possible problems

In the first 2 articles in the “How Leaders Communicate” series, I discussed how leaders sell and 5 ways they influence. In the next 2 articles of the series, I’ll examine 3 more ways leaders communicate. Visit http://www.marksanborn.com/ for more resources.