Here's how you can ensure positive reception of feedback in a consumer electronics career.

Before anything, and any exercise of putting in the shoes of others, do not assume. Assumptions are the best way of starting this exercise, already making a mistake. I always start the conversation with genuine curiosity because you care. Ask the necessary questions to understand their challenges and concerns and find how your position can positively impact their goals; then reflect on how important it is when that person helps you with your challenges. From that perspective, genuine interest is where we find that connection, with every interaction we cultivate empathy, and from that position of trust and understanding, we can deliver feedback effectively.

1.Create a Culture of Feedback. Foster an environment where feedback is seen as a tool for growth rather than criticism. 2.Managers and senior staff should actively seek feedback and show how they use it constructively. 3.Lead by Example. Encourage regular feedback in both formal and informal settings. Make it a routine part of your team's culture so that it becomes expected and accepted. 4.Show that you value feedback from all levels within the organization. Demonstrate how to give and receive feedback by being open to it yourself. 5.Ensure feedback is based on objective criteria and avoid personal biases. 6.Keep feedback sessions private to build trust and ensure that individuals feel safe. 7.Approach feedback with empathy and respect.

Feedback only works when it is polite, immediate, heart-felt, genuine, coming from a manager that cares about the person just as much as about the company. I personally do not believe in sugarcoating or sh*tsandwiching, but that is a personal style or cultural element. Feedback needs to be focused on either something good that happened (aka a compliment) or aimed at improvement, including the “how” and not just the “what”.

My boss once told me to always answer the phone when clients calle even if you only have bad news to tell them and I've followed that advice ever since. I would answer those uncomfortable calls and take their discomfort. By the end of the call, I made sure they knew I would do my best to help them.

During a team meeting, I noticed that Tom's presentation lacked clarity, leading to confusion among our colleagues. Instead of pointing out his mistakes directly, I remembered that Tom had recently taken on additional responsibilities and might be overwhelmed. After the meeting, I invited Tom for a coffee and gently asked how he managed his workload. He confided that he was struggling to balance his new tasks. I empathized, shared some tips on time management, and offered to help him refine his presentation skills. This approach helped Tom improve and strengthen our working relationship, fostering a more supportive team environment.

Specificity in feedback is crucial for driving commercial excellence and fostering innovation. By pinpointing exact actions or results, you not only clarify expectations but also empower your team to replicate successes and address shortcomings effectively. This approach aligns with a results-driven mindset, ensuring that every piece of feedback contributes to measurable improvements and sustained growth.

Use Concrete Examples: Instead of vague comments, refer to specific instances. For example, rather than saying "You need to be more punctual," say "I noticed you were late to the last three team meetings. It’s important to be on time to keep the meetings on schedule." Describe Behaviors, Not Traits: Focus on observable behaviors rather than personality traits. Instead of saying "You're not attentive," you could say, "I noticed you’ve been checking your phone frequently during client meetings. It’s important to remain fully engaged to ensure the client feels valued."

When we go down to details we have to be ready to promote resolutions, foster suggestions, and apply quickly as possible to check results of point we are developing.

A helpful list to build feedback, or really any form of specific communication;make It a story of 6 or 7 sentences, containing Who-What-Where-When-Why-How / How Much. Don’t make it about yourselves. Realize please that people will usually not remember WHAT you told them, but definitely HOW you made them FEEL. So don’t be a dick. Give positive feedback in groups, give “improvement” feedback 1:1

Providing timely feedback is crucial for fostering a culture of continuous improvement and innovation. By addressing issues or celebrating successes promptly, you ensure that the team remains agile and responsive to market demands. This approach not only respects your colleagues' efforts but also drives commercial excellence by aligning immediate actions with long-term strategic goals. Remember, timely feedback is an investment in your team's growth and the company's future success.

Faire un feedback prend du temps. Néanmoins il faut le prendre pour que les informations soient toujours fraiche dans la tête des différentes personnes. en effet, faire le feedback trop tard ne sert à rien et ne fera rien changer. Donc oui le Timing est important pour ne pas perdre les bénéfices de celui-ci.

But be forgiving when not met and evaluate why and restart as quickly and encourage report for assessment and monitoring. In this way the person will love what he is doing and be proud of the result.

Being a good listener, knowing your people and having empathy help steer the best timing. Being in relationship with colleagues and respecting each other help this.

a good unit need a positive communication to promote to good target. ----when we find the problems , blame won't works , only work together where the point we made mistake or wrong , then discuss how to solve it or improve it , make the final target. ----Change our attitude to problems , be calm to solve problems , you know you have no time to complain，and after solve all problems , you will find your team already reach the destination you planned . ^_^

And if there’s a great relationship, one does t need to worry if the framing of it is positive or slightly negative. There’s lots of understanding on both sides to help ease.

An open dialogue when giving feedback is crucial for driving commercial excellence and achieving results. By encouraging recipients to share their perspectives, you not only gain valuable insights but also build a culture of mutual respect and continuous improvement. This collaborative approach transforms feedback into a powerful tool for change, ensuring that both individual and organizational goals are met with precision and empathy.

Truly understand the product customer perspective for their likes/dislikes. If the customer isn't happy, nobody is happy. This customer feedback and follow-up can really help a team stay focused and motivated.

Make shared notes in a structured manner; of specific feedback given, improvements agreed upon, also with a specific timeline. If you do regular 1:1’s with your staff, this is easy to do.

Faire un feedback sans faire de follow-up est tout aussi inutile que le faire sur un délais trop long. tout feedback, aussi complet qu'il soit doit être relu et expliqué en face to face. les informations seront mieux comprises et surtout un dialogue constructif se mettra en place.

The all important follow-up acts like a well-oiled comb through tangled hair, smoothing the process and reinforcing the initial experience of trust and accelerates progress.

In the fast-paced world of consumer electronics, one challenge which is quite common is ensuring feedback mechanisms keep pace with rapid technological advancements. By integrating real-time analytics and AI-driven insights, transform your feedback system, enabling to address issues proactively and enhance user satisfaction. This approach not only improves your product development cycles but also solidifies your reputation for commercial excellence and adaptability in a constantly evolving market.

A more difficult piece of feedback is on a person’s general attitude. I use the OAR-BED model when observing people in my organization for that kind of periodic feedback. OAR stands for Ownership, Accountability/Acceptance and Responsibility; these traits are representing “above the line behaviour” while BED (Blame, Excuse, Deny) is all “below the line”. It’s a can-do attitude vs a can-not-do attitude. It’s hard to govern feedback about that, and it’s hard to recognize it when receiving. But it is absolutely key when building a team to get everyone “above the line”.

le point important du feedback est comment la personne le reçoit. Selon la situation et le pourquoi de ce feedback, il faut voir comment la personne réagit. Si cela porte sur son travail, sa structure, ses capacités ou résultats, il faut pouvoir se faire comprendre et voir comment la personne reçoit l'information, en effet, le feedback peut démotiver si mal compris ou mal expliqué. Si c'est un feedback commercial entre un client et commercial, il faut aussi être sur la même longueur d'onde pour avancer dans le projet (un nombre est souvent mal compris ou trop haut pour l'un ou l'autre).