Sales Feedback Loops

HR doesn’t need more dashboards. It needs better listening. Most people teams measure what’s easy…like engagement scores or turnover. But the best teams? They build feedback loops that help them predict problems, not just react to them. This post gives you 11 of the most useful, often-overlooked loops you can implement across the employee lifecycle: 🟢 Week 2 new hire check-ins (capture early impressions) 🟠 Post-interview surveys (from both sides) 🔵 Onboarding reviews (day 90 is your goldmine) 🟡 Skip-level 1:1s (cross-level truth-telling) 🟣 Quarterly team health check-ins (lightweight, manager-led) …and 7 more. 📌 Save this if: • You’re building a modern HR function • You want fewer “We should’ve seen this coming” moments • You believe listening is strategy Which feedback loop is missing in your company?

A few weeks ago, one of our AI agents reviewed itself. It read its own logs, found where a human kept correcting it, and proposed fixes to its own instructions. Nobody asked it to. The routine just ran. That is the part people do not expect. Not that the agent worked. That it managed itself.   We run a handful of agents with names, job descriptions, and a seat on the org chart. The moment an agent has those, it stops being software. It is a coworker. And the real question stops being which model, and becomes who keeps it improving.   So we built a loop. The agent reviews itself and proposes its own fixes. Then we review it like a hire: did the work hold up, how often did a human step in, do people use it or route around it. Promote, re-scope, or cut.   One research agent went from unreliable to trusted once we turned its core task into a tool it could call. Another never improved. We cut it on day 13.   Gartner says more than 40% of agent projects will be cancelled by 2027. Not from weak models. From no value and no controls. The ones that die have no loop.   The model is rented. The loop that improves it is the moat.   What does your loop look like?   #AgenticAI #EnterpriseAI #FutureOfWork #AIagents

🤦🏻 “How We Run Design Critiques at Figma” (https://lnkd.in/eERQmRnY), an honest case study by Noah Levin with helpful techniques and templates to run more effective design critiques ↓ 🚫 Most critiques are an avalanche of unstructured opinions. ✅ Good critiques are inspiring, and give you a plan of action. ✅ Critiques work best with 2–6 people in the room. ✅ Explain the problem before showing any work. ✅ Reiterate previous findings, decisions and research. ✅ Explain how far you are: 30%, 60% or 90% done. ✅ Explain what kind of feedback you are looking for. ✅ No Keynote/Powerpoint: Figma link + Observation mode. ✅ Assign a note-taker to capture key points (Google Doc). ✅ Show what you want to show: feedback is shaped by that. 🚀 Critique formats: 🎡 Round-the-room: everyone voices their feedback (2min / person). 🍿 Popcorn: freeform comments for flowing conversation. 🥁 Jams: for early explorations with brainstorms, group sketching. 🫱🏻🫲🏾 Pair design: for deep collaboration on a problem (small groups). 🤫 Silent critiques: for a large volume of written, structured feedback. 📋 Paper print-out: for complex flows and reviewing more at once. 📣 FYI critiques: for sharing context and invite feedback later. Design critiques are about applying critical thinking. It’s about how well a current iteration of design does what it’s trying to do. However, designers alone often don’t have the full picture. Don’t necessarily reserve critiques to design teams only: invite developers and stakeholders and PMs for early feedback. Don’t ask what people think — ask how well the design tackles a specific problem. And probably the most important thing is to enable a flowing conversations. Invite everyone to ask, to doubt, to scrutinize, but stay on point and gather structured feedback: that’s when good critiques emerge. Useful resources: Practical Design Critique Guide, by Darrin Henein https://lnkd.in/ey_cGKuc Mastering Design Critiques, by Jonny Czar https://lnkd.in/e_BYwNwf Anti-Behavior in Design Critiques, and How To Handle Them, by Ben Crothers https://lnkd.in/e4UrpsPs --- ⛵ Figma and Miro Templates Design Critique Meetings Guide (Figma), by Overflow https://lnkd.in/dE85MUAK Design Critique Template (Figma), by Janus Tiu https://lnkd.in/dCYp2MSY Design Critique Meeting (Figma), by Rodrigo Javier Peña https://lnkd.in/dP_8pCug Design Critique Playground Template (Miro), by Miroslava Jovicic https://lnkd.in/eryJShRd #ux #design

User Feedback Loops: the missing piece in AI success? AI is only as good as the data it learns from -- but what happens after deployment? Many businesses focus on building AI products but miss a critical step: ensuring their outputs continue to improve with real-world use. Without a structured feedback loop, AI risks stagnating, delivering outdated insights, or losing relevance quickly. Instead of treating AI as a one-and-done solution, companies need workflows that continuously refine and adapt based on actual usage. That means capturing how users interact with AI outputs, where it succeeds, and where it fails. At Human Managed, we’ve embedded real-time feedback loops into our products, allowing customers to rate and review AI-generated intelligence. Users can flag insights as: 🔘Irrelevant 🔘Inaccurate 🔘Not Useful 🔘Others Every input is fed back into our system to fine-tune recommendations, improve accuracy, and enhance relevance over time. This is more than a quality check -- it’s a competitive advantage. - for CEOs & Product Leaders: AI-powered services that evolve with user behavior create stickier, high-retention experiences. - for Data Leaders: Dynamic feedback loops ensure AI systems stay aligned with shifting business realities. - for Cybersecurity & Compliance Teams: User validation enhances AI-driven threat detection, reducing false positives and improving response accuracy. An AI model that never learns from its users is already outdated. The best AI isn’t just trained -- it continuously evolves.

Like a medical diagnosis, criticism in the workplace serves to pinpoint problems, inefficiencies, or shortcomings. It highlights areas that require attention, whether in individual performance, team dynamics, or organizational processes. However, criticism that stops at identification, without providing a roadmap for improvement, is incomplete. It can lead to frustration, demotivation, and a sense of aimlessness, akin to a patient knowing their ailment but having no means to cure it. The transition from merely diagnosing to offering a treatment plan in the business context involves providing actionable feedback. This step requires skill, empathy, and a deep understanding of the individual or the situation at hand. Actionable feedback is specific, achievable, and relevant. It not only points out the area of concern but also offers practical steps, resources, or guidance on how to rectify the issue. This approach transforms criticism from a potentially negative interaction into a constructive and empowering one. Incorporating actionable plans into criticism yields multiple benefits. For employees, it provides a clear path to improvement and facilitates growth. For teams, it encourages a culture of continuous improvement, collaboration, and open communication. And for organizations, it leads to improved results and a competitive edge. Implementing this approach is not without its challenges. It requires a culture that values open communication and continuous learning. Leaders and managers must be trained to provide balanced feedback that is both honest and constructive. Additionally, there must be an understanding that the 'treatment plan' might require adjustments and flexibility, as every professional scenario is unique. The takeaways ... [1] When offering criticism, accompany it with a specific, measurable action plan. For instance, if an employee's performance is lacking in a certain area, don't just highlight the problem; provide clear, achievable goals and a timeline for improvement. Offer resources, if needed. [2] Constructive criticism should not be a one-way street. Encourage employees to engage in the feedback process actively. This can be achieved by asking them for their input on potential solutions or improvements. Such an approach not only empowers the employees but also builds a culture of mutual respect and collaborative problem-solving. [3] Criticism and action plans are not a 'set it and forget it' scenario. Regular follow-ups are crucial to ensure that the action plan is being implemented and to assess its effectiveness. [4] Recognizing and acknowledging progress is equally important, as it reinforces positive behavior and outcomes, leading to sustained improvement and development. ✅ Share this to your network ✅ Follow me on LinkedIn for expert insights ★ DM me for a conversation to learn how we can help you grow & succeed #business #people #leadership #management #growth #success #feedback #communication

Everyone who criticizes you reveals something about you. They're telling you exactly what they noticed you doing. The most successful people I know have trained themselves to hear criticism as data, not judgment. They know defensive people stay stuck. Here's what changed everything for me: I stopped hearing "You're wrong" and started hearing "Here's what I see." When my client told me my presentation was confusing, I could have listed my credentials. Instead I asked: "Which slide lost you?" That question gave me what defensiveness never could. Specific information I could actually use. The CALM method makes this automatic: 1. Catch your breath (buys you thinking time) 2. Absorb their words (people soften when heard) 3. Look for specifics (vague feedback helps no one) 4. Mirror it back (confirms you understand) But here's what most people miss: The real trust comes AFTER the conversation ends. When someone gives you feedback and sees no change? They stop being honest with you. When they see you implement even one small thing? They become your most valuable advisors. I track every piece of criticism in a simple spreadsheet: - Who said it - What they noticed - One change I'm making - When I'll check back Then I do something most people skip: I follow up in two weeks. "Hey, you mentioned my emails were too long. I've been keeping them under 5 sentences. Are you noticing a difference?" That follow-up does three things: 1. Shows you actually listened 2. Lets them help you calibrate 3. Builds deeper trust Not all criticism deserves your energy though. Worth taking: Names specific work, includes examples, comes from builders Worth ignoring: Attacks character, performed for audience, comes from spectators The difference? Good criticism wants you better. Bad criticism wants you smaller. When someone's right, own it fast: "You nailed it. I can do better there." When you disagree, stay curious: "I see it differently. What am I missing?" Both responses keep the door open for truth. Three questions that transform any criticism: 1. "What would better look like to you?" 2. "Where do you see this showing up most?" 3. "Is there more I should hear?" These questions move you from defending to improving. From explaining to understanding. From stuck to growing. The people who criticize you are giving you a gift: They're showing you your blind spots before they become barriers. Listen well. Act fast. Check back. That's how criticism becomes your competitive advantage. Found this valuable? Please reshare with your network! ♻️ And follow Noemi Kis✨ for daily growth tips!

In my 18 years at Amazon, I've seen more careers transformed by the next 2 weeks than by the other 50 weeks of the year combined. It's performance review season. Most people rush through it like a chore, seeing it as an interruption to their "real work." The smartest people I know do the opposite: they treat these upcoming weeks as their highest-leverage opportunity of the year. After handling over fifty feedback requests, self-reviews, and upward feedback 𝘢𝘯𝘯𝘶𝘢𝘭𝘭𝘺 for nearly two decades, I've learned this isn't just another corporate exercise. This is when careers pivot, accelerate, or stall. Your feedback directly impacts compensation, career trajectories, and professional growth. Your self-assessment frames how leadership views your entire year's work. This isn't busywork—it's career-defining work, but we treat it with as much enthusiasm as taking out trash. Here's how to make the most of it: 𝗚𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗼𝘁𝗵𝗲𝗿𝘀 𝘄𝗼𝗻'𝘁 - Ask yourself: "What perspective am I uniquely positioned to share?" Everyone will comment on the obvious wins and challenges. Your job is to provide insights others miss, making your feedback instantly invaluable. 𝗗𝗲𝗳𝗲𝗮𝘁 𝗿𝗲𝗰𝗲𝗻𝗰𝘆 𝗯𝗶𝗮𝘀 - I keep a living document for every person I work with. When something feedback-worthy happens—good or challenging—it goes in immediately. No more scrambling to remember projects from months ago. This ensures specific, timely examples when needed. 𝗠𝗮𝘀𝘁𝗲𝗿 𝘆𝗼𝘂𝗿 𝘀𝗲𝗹𝗳-𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 - Don't just list tasks—craft a narrative. Lead with behaviors that drove impact. Show your growth in handling complex situations, influencing across teams, and making difficult trade-offs. Demonstrate self-awareness by acknowledging areas where you're actively improving. 𝗙𝗼𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 - They receive little feedback all year. Focus on how they help you succeed and specific ways they could support you better. Make it dense with information—this might be their only chance to learn how to serve their team better. 𝗢𝗻 𝗴𝗶𝘃𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - The difference between criticism and valuable input is showing you genuinely want the other person to succeed. When that intention shines through, you don't need to walk on eggshells. Be specific about the behavior, its impact, and how it could improve. 𝗥𝗲𝗰𝗲𝗶𝘃𝗶𝗻𝗴 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘄𝗲𝗹𝗹 𝗶𝘀 𝗮 𝘀𝘂𝗽𝗲𝗿𝗽𝗼𝘄𝗲𝗿 - Good constructive feedback often feels like an insult at first. But here's the mindset shift that changed everything for me: feedback is a gift. It's direct guidance on improvement from those who work closest with you. When you feel that defensive instinct rise, pause and focus on understanding instead. Here's your challenge: This year, treat performance review season like the most important work you'll do. Because in terms of long-term impact on careers—both yours and others'—it just might be.

For the past two years, we've been teaching engineers 𝗣𝗿𝗼𝗺𝗽𝘁 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴. I believe the next capability we need to develop is 𝗟𝗼𝗼𝗽 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴. Most AI interactions today are transactional: 𝗛𝘂𝗺𝗮𝗻 → 𝗔𝗜 → 𝗔𝗻𝘀𝘄𝗲𝗿. That improves individual productivity, but it doesn't fundamentally change how engineering gets done. The bigger opportunity lies in designing intelligent feedback loops. Imagine an AI workflow that doesn't stop after generating a solution, it critiques its own work, identifies gaps, improves the design, validates quality, and repeats until predefined standards are met. At that point, AI isn't just generating content. It's participating in an engineering process. That's what I think of as 𝗟𝗼𝗼𝗽 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴, designing workflows where AI continuously evaluates and improves its own output before handing it back to a human. The implications are significant. Tomorrow's engineering organizations won't differentiate themselves by having access to the best models. Those models will become increasingly available to everyone. Their advantage will come from how effectively they design systems of collaboration between humans and AI. We've spent decades teaching engineers how to write software. Now we have an opportunity to teach them how to design systems that improve software. 𝗣𝗿𝗼𝗺𝗽𝘁 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴 𝘁𝗲𝗮𝗰𝗵𝗲𝘀 𝗔𝗜 𝘁𝗼 𝗿𝗲𝘀𝗽𝗼𝗻𝗱. 𝗟𝗼𝗼𝗽 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴 𝘁𝗲𝗮𝗰𝗵𝗲𝘀 𝗔𝗜 𝘁𝗼 𝗶𝗺𝗽𝗿𝗼𝘃𝗲. I believe that's where the next wave of engineering excellence will come from. What other AI engineering capabilities do you think will become essential over the next few years? #AI #Engineering #Leadership #Innovation #Technology #PromptEngineering #LoopEngineering Itay Grushka Awan Roy Sankar Sastry Vilas Shettigar Girish Rajderkar Swapnil Disawal Suntosh Panikkar Roshni Khanna Mike Bogdanovsky Sean Kirkby Asaf Hamo Adam Horrocks Oren Rabinovitch Idan Kaizerman Namitha Nayak Jared Phifer Yuvraj Sawant Patrick Summe Keren Bekerman

The pattern this week revealed: Four organizations. Four "employee voice initiatives." None changed who's in the room when strategy gets decided. What I'm tracking: → Company A launched a listening tour. Same leadership team made the same decisions afterward. → Company B built an anonymous feedback portal. The portal got archived. The inner circle stayed intact. → Company C ran focus groups. The insights became a report. The report became a file. → Company D added "employee sentiment" to the board deck. No one asked which employees had proximity to the decisions that shaped sentiment. The pattern: Feedback systems are expanding. Decision proximity isn't. Organizations are getting better at collecting input. They're not getting better at sharing power. If you're seeing this too, I'm tracking where it leads. —Amina Djirdeh

In the rapidly evolving world of workplace dynamics, the integration of AI in predicting employee engagement, sentiment, and productivity is ushering in a new era. This technological leap is not just about enhancing efficiency; it's about creating a more empathetic and responsive work environment - one where employees feel genuinely heard and valued. Historically, companies relied on surveys to gauge employee satisfaction and engagement. Let's face it: surveys feel like corporate chores, seldom sparking enthusiasm. The feedback loop is cumbersome, and by the time the data is processed, the moment for meaningful intervention has often passed. Enter AI, the game-changer in understanding workforce dynamics. AI tools are now adept at analyzing vast arrays of data points, from email tone and frequency to collaboration patterns and even social signals within the workplace. By leveraging natural language processing and machine learning, these systems can detect subtle shifts in employee morale and engagement in real-time. This shift towards AI analytics represents a profound change in how companies understand their employees. It's not just about numbers on a spreadsheet; it's about understanding the heartbeat of the organization. For instance, AI can identify if a team's communication patterns suggest burnout or disengagement, allowing management to step in with targeted support or changes before issues escalate. Moreover, this approach aligns with a growing emphasis on mental health and well-being in the workplace. By detecting early signs of stress or dissatisfaction, AI empowers companies to create a more supportive work environment. This isn't about surveillance but about sensitivity - using technology to tune into employee needs more effectively. The potential benefits extend beyond employee well-being. A happier workforce is invariably more productive and innovative. When employees feel their voices are heard and their well-being is a priority, they are more likely to invest their best selves in their work. AI's predictive capabilities can help create a virtuous cycle where employee satisfaction and company performance reinforce each other. However, as with any technological advancement, there are ethical considerations. Privacy concerns are paramount, and companies must navigate the fine line between insightful analysis and intrusive surveillance. The goal should be to use AI as a tool for empowerment, not control. The rise of AI in predicting and enhancing employee engagement and productivity marks a significant leap forward. This isn't about replacing the human touch but augmenting it with insightful data. It's an approach that promises a future where workforces are not only more efficient but also happier and more fulfilled - a future where employees are heard not through cumbersome surveys, but through the empathetic lens of AI. #askradarai #maxwellai #ai #hrtech