Client Feedback Tool
  • Great Expectations – Theory of a Feedback Scale

    Posted on August 7th, 2009 Ryan Suydam 3 comments

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    1. Very Dissatisfied
    2. Dissatisfied
    3. Neutral
    4. Satisfied
    5. Very Satisfied

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    • We must measure our clients’ perceptions based on their expectations.
    • We must measure constantly because expectations change.
    • When expectations are exceeded, continuing to perform at that level will become the new expectation.
    • Feedback must be comfortable to give and receive.
    • Feedback systems must be flexible enough to capture the subtleties of each expectation.

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    Fourth, the words we used are very comfortable for everyone involved.  Not only do the word choices at “Met Expectations” and above indicate a job well done, but even the first notch down, “Acceptable”, is not a “bad” word.  If something just barely missed the mark  – the performance was acceptable.  Good enough.  There’s no hurt feelings like you might have with “dissatisfied” or “poor.”  Going down, “Needed Improvement” and “Unacceptable” both are focused on the process used, not the person.  The results were unacceptable – not the person.  While strong action is needed to correct this course, we’ve tried to make it as easy and comfortable as possible to both provide and receive this kind of corrective feedback.

    Finally, our scale offers incredible granularity.  The slider can hit not only the 7 key markers, but any of 10 slots between each – a total of 61 possible answer values.  This makes it very easy for a timid soul to move the slider down to a 3.9 when he may be afraid to criticize.  Likewise, when looking at the breadth of a service, the nuances of what worked well really come out.  Life is full of shades of gray, and supporting that variety is critical if you want the most honest, accurate feedback.  With this scale, you can truly identify the little tweaks that can add up to top-notch performance.

    Overall, feedback is really very simple to do and do well, if you have the right tools and processes in place to capture good information quickly and efficiently.  Most feedback programs fail because they are flawed fundamentally in how feedback is collected.  A service professional that solicits feedback without focusing on the client, his expectations, and his value perceptions will not only get poor feedback data (if he gets any at all), but is missing a huge opportunity to discover what really makes your relationships work.  Armed with that knowledge, you can do the best work for your client, meeting his needs better than anyone else, and maximizing your own long-term prosperity.

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