We have all been there before at some point or another: In an effort to understand the business, we solicit information from them in a “how are we doing” button or survey. The trouble that may present itself is that, while we are working to improve things from a delivery perspective, we may not have fully built out a strategy to manage the lifecycle of the feedback. Here are a few points to consider, but as always feel free to share which areas have worked well (or not so well) for you.
Decide what you want to gain from this.
When I say “you,” I really mean the business that you support. When we think about gathering feedback from people, the first thing that pops into frame is that we are looking to address some level of concern. In reality, it is about understanding what the business or customers need or want. By thinking with the end in mind, we will be able to ask the right questions and target the right people rather than do a shotgun blast of generic questions or a solicitation for feedback.
Communicate the program.
We have all seen cases where the communication around the feedback program was great in the beginning but then started to fall off as time went on. Interestingly, as this happened the responses made a decline as well. Remember—people want to contribute, so ensure the audience is aware of how they can do that. Everyone gets busy so keeping this at front of mind is important. However, this is a balancing act; we want to notify without being intrusive.
Understand the channels for feedback.
Be open to finding out how your audience wants to communicate with you on feedback. There are many ways to communicate (social media, tools, phone, email, etc.) so make sure that you manage whichever ones you choose to leverage accordingly. It could be very easy for you to assume that this would best be done via email or directly from an application. However, the idea that you are assuming anything rather than asking is counterintuitive to the feedback process in the first place.
Now that we are receiving the feedback, we need to make sure that we manage the information that we are getting appropriately. Being in a position to take the feedback and report to the submitter that we have their information and are in fact doing something with it is key. Far too often the reason cited for not submitting feedback is that “they aren’t going to do anything with it anyways.” While many tools have a canned response after the information is submitted, people really want to have some direct communication that their feedback is being considered in some way or another. Have some expectations on the feedback. While the content may still be vague, hearing from a human being at least gives a sense of connection that an automated response does not. After collecting the information we will quickly assess if the data will be acted upon or put aside for later consumption. We must let people know what we are doing with this. The transparency of not acting on someone’s feedback based on some fact will allow people to know that we are listening and actually reviewing ideas that they submit. If the information is sent in and they never hear back, they will be less likely to participate the next time.
Share the findings of the feedback regularly wherever possible to the targeted audience to drive further submissions. If there is an area that will peak the interest of those in the audience, you may be able to steer people who would be otherwise unresponsive to submit some feedback. Use this reporting as another tool to market the need for feedback.
Overall, having a well-defined scope on the information you are soliciting, paired with engaging the target audience with communications and regular updates, will enable you to better manage the feedback over the long term and make the improvements that will make a difference in all the right ways.
For more brilliant insights, check out Ryan’s blog: Service Management Journey