Client Feedback Tool
  • New Features!

    Posted on November 8th, 2010 No comments
    New Features!

    DesignFacilitator is pleased to announce a new release with several new features and enhancements, available to all subscribers immediately.

    1. Enterprise Integration Kit – Use a third party software to initiate a survey.
    2. Reply to a respondent and log as follow-up – Now, when reviewing a survey response, you can reply directly to the respondent, and store the reply as part of your “follow-up” to the feedback.
    3. Collect feedback via phone, other methods – Once you specify the required inputs to send a survey, you may select the “Send and Reply” button.  You will immediately be shown the survey, and can log the responses on behalf of the respondent.  You can, at this point, call and collect the feedback; or if you have already gotten the feedback via a printed survey, you may log the responses.  The feedback collected will be noted as being self-entered.
    4. Tagging – When sending a survey, create/assign one or more “tags” to the survey.  This will allow you to categorize every survey with a parameter you can then report on.  This allows for virtually unlimited reporting flexibility.
    5. Import Teams, Companies – You may now import lists of teams and/or companies when setting up your firm.
    6. 40 other minor enhancements and fixes
  • Doing Feedback – Really

    Posted on November 5th, 2010 No comments
    Doing Feedback - Really

    It’s not enough to talk about feedback.  You need a plan.

    Feedback is perhaps the simplest, most effective way to dramatically enhance the quality of your firm’s projects and client relationships.  But “doing feedback” seems to be so hard to make happen.

    Mel Lester, at The Business Edge, blogged about the “Knowing-Doing” gap over at his excellent E-Quip blog.  Take the 5 minutes to read that post, then come back to join us.

    Mel pinpoints several reasons why firms fail to affect change in their organizations, and actually improve strategic areas (like client relationships).  Knowing that feedback is important isn’t enough.  You have to make doing feedback something everyone in your firm does.

    A simple and powerful tool like our Client Feedback Tool provides an easy way to track feedback, measure results, and make sure feedback is happening.  But having a tool and keeping it in the toolbox doesn’t help.   Possessing a wrench doesn’t make you a mechanic.  Fixing a car does.

    Fortunately, doing feedback doesn’t have to be as hard as rebuilding an engine.  The Client Feedback Tool allows anyone to get feedback, from anyone, any time.  Focus first on creating a positive feedback environment, and build a cultural support for it.  There’s no such thing as bad feedback.  If you find people are fearful to ask for feedback from clients; or feel they don’t have access to clients – then focus instead on just getting feedback.

    Set a goal.  Perhaps everyone should get feedback once a week.  Sound like a lot?  How many different people do your employees interact with in a year?  If they got feedback from peers, clients, vendors, managers, subordinates  – anyone they work with – they could probably find at least 25 different people in a year.  That’s asking each person only twice a year for feedback.

    To get started, let them decide who to ask; just require that they do ask at a certain rate.  Track how often people ask for feedback – make that the measuring point starting out.  It’s easy to manage, clearly defined, and will give a broad dose of constructive input to each employee.

    After several months of gathering feedback, your teams should be comfortable with the idea.  In fact, most will have experienced many successes.  Praise and reward these successes.  Support the challenges and make a safe environment for identifying areas to improve.

    Now that you have a culture of feedback awareness, you can focus on more specific goals with your feedback program.  Direct more feedback towards clients in a systematic, phased approach.  Leverage feedback to identify training needs, or to promote effective leaders.  Incorporate feedback into more specific, broader quality assurance systems.  Whatever your long-range goals are, they’ll be easily achieved once you have the feedback engine running.

    The point is to start with something easy to measure, that will quickly effect behavior.  Getting your team used to just asking is a great first step.