Most people find it difficult to find constructive feedback.

I still remember when I was reading, I often showed my father the papers I wrote. He is a great writer, so I always hope to get some feedback from him and improve my level with his help. But every time I read to him, it is the article that I feel is very good, because secretly, I still hope he can praise me, say my article is impeccable. I will not show him the usual articles.

So in fact, I don't really want his feedback. I am a student, I am a teenager, for homework my only goal is to do the least effort to complete it, and then take a good grade on the line.

This way of thinking is absolutely harmful. I found that I had taken it into my start-up company. Many times, I say I want a project feedback, what I really need is not constructive advice, I just want to be recognized. I just want someone to pat me on the back and say, "Well done." Obviously, these will not spur me to work harder, and will not give me new ideas, of course, not conducive to the creation of good products.

I've noticed that most people find it difficult to find constructive feedback. If you are really good enough, you will at least accept feedback, but very few people are actively looking for it. Generally speaking, people are still the same as they were when they were teenagers.

Once someone really longs for feedback, even sharp feedback, it will have a huge effect. You can tell them that they will succeed soon because they are too eager for information. The pace of their learning will be much faster than any one who plugs their ears mediocrities. They do not take others ' criticism of their work to heart, so they emit a strong sense of self-confidence. I am always inspired to see this most pure way of success.

If you're the one who's trying to get tough feedback, here's a tip.

We call it "30% feedback" (thirty Percent Feedback). That's what I learned from our investor Seth Lieberman. On one occasion, I asked him for feedback on a product model, asking me if my product was finished 90% or 30%. If my answer is 90%, he will do everything possible to correct me in small details, otherwise mistakes may be brought into production. But if I told him that I had only done 30%, he would have overlooked the slightest mistake, because I would have corrected it myself, and he would have been more involved in discussing what the product should be.

In the case of that day, I did finish 90%, so we discussed some details and I got his encouragement and let me move on.

When he was about to leave, he said:

"The next time you're done with 30%, come and see me, and I'll give you 30% feedback." ”

So a few months later, with a different project, I came to him again, that's some questions about the early stages of the project. Together we identified the direction of the project. I have no disguise for everything, and he does not criticize anything, because he knows that I will fix it myself later. It's really comfortable. I know I didn't show the best and he didn't care. He helped me adjust the way forward, avoiding the cost of waste and a lot of redundant work. It's really great.

Afterwards, we tried to do 30% feedback in the office. Obviously it's not easy. Most people have to wait until the work is finished 90% before they are judged. Often, these jobs fail to achieve optimal results, so a lot of painful rework is required.

It's not easy if you want your team to use 30% feedback. But here are some tips to help you:

How to integrate 30%-time feedback into your entrepreneurial culture

(a) give an example first

If you can't lift it, you don't have to worry about it ...

(ii) a clear claim

You have to be careful because you are fighting against the innate fear of being rejected. Your employees who have outstanding performance, they are accustomed to doing everything well, not accustomed to being pointed out, so they may be the most difficult to overcome.

You must explicitly ask people to accept this view.

(iii) reward good feedback

Once someone gives you early feedback, you should reward him. If, even if only once, you reject someone else's draft, just because you think it is not complete, then you are teaching everyone in your team, and you have to finish 100% to tell you.

Executives at big companies may want to see everything in front of them complete, but that's not going to work for startups.

(d) Praise for Speed

If someone takes a long time to hand over the first draft, just because he is a perfectionist and then you compliment him and say he keeps improving, you are teaching everyone to do it. Instead, the people you should compliment are the people who can get the job done quickly. Even the most complex projects, we would like to be completed within one weeks. We'll want to see what the first draft looks like in a week. In this way, feedback can be received in time for a new round of revisions.

(v) Development of periodic demonstrations

At your weekly meeting, set up a demo session, no matter what the project at what stage, can be taken out to demonstrate. This is more like a platform to show the content of work. At Yc,paul Graham would ask us to do this once a week. At first it may feel stage fright and discomfort. But once we get used to it, we'll like this instant feedback. This is the culture you want.

Even so, every once in a while, you give negative feedback to people who think the job is over 90% or 100%. How annoying it is to have people throw away the work they've done and start from scratch. But hopefully with this system, something like this can happen less. 30% feedback, not only allows you to get better products, you can get a better mood.