{"id":102059,"date":"2023-05-10T17:56:00","date_gmt":"2023-05-10T21:56:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=102059"},"modified":"2026-01-23T15:23:20","modified_gmt":"2026-01-23T19:23:20","slug":"how-to-use-feedback-to-improve-performance","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/how-to-use-feedback-to-improve-performance\/","title":{"rendered":"How to Use Feedback to Improve Performance: Tips to Excel"},"content":{"rendered":"\n<p>What would you like to get better at? Do you regularly <a href=\"https:\/\/www.shortform.com\/blog\/ask-for-feedback-at-work\/\">ask for feedback<\/a>? What types of feedback do you find most helpful?<\/p>\n\n\n\n<p>Workplace performance psychologist Ron Friedman wants you to find <a href=\"https:\/\/www.shortform.com\/blog\/creative-success\/\">creative success<\/a>. In his book <em>Decoding Greatness<\/em>, he shows how good feedback is part of the equation. He discusses what makes feedback good, how you should ask for it, and how to be receptive to it.<\/p>\n\n\n\n<p>Read on to learn how to use <a href=\"https:\/\/www.shortform.com\/blog\/feedback-for-improvement\/\">feedback to improve performance<\/a>.<\/p>\n\n\n\n<!--more-->\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-soliciting-helpful-feedback\">Soliciting Helpful Feedback<\/h2>\n\n\n\n<p>Friedman argues that most feedback is unhelpful because it\u2019s too vague, often taking the form of \u201cI liked it\u201d or \u201cI didn\u2019t like it,\u201d and it can easily swing between extremes of supportiveness or criticism. Instead, Friedman argues that good feedback needs to be:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Specific<\/strong>\u2014reviewers should point to concrete strengths and weaknesses in the work.\u00a0<\/li>\n\n\n\n<li><strong>Actionable<\/strong>\u2014the point of feedback is to help you improve, so it needs to point toward a plan for doing so.\u00a0<\/li>\n<\/ul>\n\n\n\n<p>In his advice on how to use feedback to improve performance, Friedman recommends that you <strong>point your reviewer to specific aspects of the work that you\u2019re concerned about or deem critical<\/strong>. Don\u2019t just ask, \u201cWhat do you think?\u201d or \u201cDo you like this?\u201d Instead, ask, \u201cDoes the third verse make the song too long?\u201d or \u201cDo I strike the right tone in this application letter?\u201d<\/p>\n\n\n\n<p>Similarly, Friedman recommends that you <strong>reframe critical feedback as steps for improvement<\/strong>. For example, if your test audience tells you that the conclusion of your film is too ambiguous, you might consider adding a voiceover by the main character to clarify the action.<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><tbody><tr><td><strong>An Alternative Perspective: The <a href=\"https:\/\/www.shortform.com\/blog\/3-types-of-feedback\/\">Three Types of Feedback<\/a><\/strong><br><br>Friedman suggests that for feedback to be useful, it needs to guide you toward concrete ways to improve your efforts. However, in <a href=\"https:\/\/www.shortform.com\/app\/book\/thanks-for-the-feedback\/1-page-summary\" target=\"_blank\" rel=\"noreferrer noopener\"><em>Thanks for the Feedback<\/em><\/a>, Douglas Stone and Sheila Heen take a different perspective: They describe <a href=\"https:\/\/www.shortform.com\/app\/book\/thanks-for-the-feedback\/1-page-summary#what-is-feedback\" target=\"_blank\" rel=\"noreferrer noopener\">three types of feedback<\/a>, all of which they say are valuable:<br><br><strong>Coaching<\/strong> is when someone gives you advice aimed at improving your future performance. It\u2019s useful because it helps you learn and grow. This is the sort of feedback that Friedman says is best because it\u2019s focused on <em>specific actions<\/em> you can take to strengthen your work.<br><br><strong>Evaluation<\/strong> occurs when someone ranks your performance in comparison to expectations and to other people. It\u2019s useful because it lets you know where you stand and tells you what to expect in terms of the consequences of your performance. If someone tells you they \u201cdidn\u2019t like\u201d your work, they might be attempting a form of evaluation by letting you know that you didn\u2019t meet their expectations.<br><br><strong>Appreciation<\/strong> happens when someone thanks, praises, or congratulates you. It\u2019s useful because it makes you feel seen, understood, and valued\u2014feelings that motivate you to keep going. If someone says they \u201cliked\u201d your work, they may be trying to express appreciation by sharing their positivity about what you did.<br><br>While it would presumably be beneficial for all three types of feedback to be specific, of these three categories, only coaching <em>inherently<\/em> meets Friedman\u2019s second criterion of actionability. Of course, you could formulate action steps from evaluation or appreciation (such as by reviewing and clarifying the expectations you failed to meet or planning to do more of something that garnered praise)\u2014but actionability isn\u2019t the primary <em>point<\/em> of these types of feedback.<br><br>With these three <a href=\"https:\/\/www.shortform.com\/blog\/effective-feedback-in-the-workplace\/\">kinds of feedback<\/a> and their unique benefits in mind, Friedman\u2019s preference for specific-and-actionable may seem overly narrow. Perhaps a better rule for soliciting helpful feedback is to let your reviewer know what type(s) of feedback you\u2019re looking for\u2014as Friedman suggests, \u201cGood job!\u201d isn\u2019t helpful if you\u2019re looking for coaching, but neither is an evaluation of your strengths and weaknesses when all you wanted was some praise.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-receiving-feedback\">Receiving Feedback<\/h2>\n\n\n\n<p>Friedman points out that, for feedback to be useful, you have to be receptive to it. That means not getting upset or defensive <a href=\"https:\/\/www.shortform.com\/blog\/hub\/personal-life\/health\/mental\/how-to-handle-criticism\/\">when you receive criticism<\/a>. Friedman offers two strategies to help with this:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Get some distance from your work<\/strong>. If you\u2019re too attached to a project\u2014or if it\u2019s all you think about or work on\u2014it can be hard to entertain critical feedback productively.<\/li>\n\n\n\n<li><strong>If you get critiques that hurt, take the time you need<\/strong> to <a href=\"https:\/\/www.shortform.com\/blog\/how-to-process-emotions\/\">process your emotions<\/a> before you respond. Don\u2019t get defensive, give up, or change things reactively.<\/li>\n<\/ul>\n\n\n\n<p>(Shortform note: In addition to getting distance and taking time to respond, another way to deal with painful feedback is to examine the source of the emotions you\u2019re feeling. In <a href=\"https:\/\/www.shortform.com\/app\/book\/thanks-for-the-feedback\/1-page-summary\" target=\"_blank\" rel=\"noreferrer noopener\"><em>Thanks for the Feedback<\/em><\/a>, Stone and Heen argue that <a href=\"https:\/\/www.shortform.com\/app\/book\/thanks-for-the-feedback\/1-page-summary#three-triggers\" target=\"_blank\" rel=\"noreferrer noopener\">there are three emotional triggers that make receiving feedback hard<\/a>: <em>Truth triggers<\/em> activate when we think the content of the feedback is incorrect or unfair. <em><a href=\"https:\/\/www.shortform.com\/blog\/psychology-of-feedback\/\">Relationship triggers<\/a><\/em> happen when we take issue with the person giving us feedback rather than the feedback itself. <em>Identity triggers<\/em> come into play when feedback threatens our sense of self. Like Friedman, Stone and Heen argue that you need to address each of these emotional reactions before you can take the feedback on its own merits.)<\/p>\n","protected":false},"excerpt":{"rendered":"<p>What would you like to get better at? Do you regularly ask for feedback? What types of feedback do you find most helpful? Workplace performance psychologist Ron Friedman wants you to find creative success. In his book Decoding Greatness, he shows how good feedback is part of the equation. He discusses what makes feedback good, how you should ask for it, and how to be receptive to it. Read on to learn how to use feedback to improve performance.<\/p>\n","protected":false},"author":9,"featured_media":28823,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[34,43,30],"tags":[1018],"class_list":["post-102059","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-communication","category-self-improvement","category-work","tag-decoding-greatness","","tg-column-two"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.3 (Yoast SEO v24.3) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Use Feedback to Improve Performance: Tips to Excel - Shortform Books<\/title>\n<meta name=\"description\" content=\"Workplace performance psychologist Ron Friedman explains how to use feedback to improve performance. 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