Praise to feedback
News that circulated online recently mentions that scientists can confirm the fact that the day has shrunk from 24 hours to 16. And this justifies the feeling we have that time goes by to quickly and it is also the reason why we strive to do everything faster.
So we end up realizing that the time we have is insufficient for our extensive “to do” list and we are forced to reprioritize our tasks and postpone for the next day what we should have been done today. Feedback is part of this category, it is something that should be done in due time, however more and more often it migrates from the “to do” list towards the “to postpone” list.
Maybe, at first sight, feedback can be postponed but it only leads to double volume of work for you and for those you work with, especially on the last run before the deadline.
Some specific examples:
• Producing the necessary materials for an event is based on a very well established cycle of collaboration between the agency, the partners and the client. The agency depends on the client’s feedback and the collaborator on the agency’s feedback. Any feedback delay unbalances the whole chain and the consequence may be the fact that materials will not be ready on event day.
• Publications are scheduled for printing according to a very well defined calendar, thus the press materials that we consider to be newsworthy for the media should abbey this calendar. As trains do not delay departure waiting for all passengers, neither will journalists delay the printing table of a publication because they are waiting for you to send them valuable information. The feedback that does not reach you in time for a press material or for an interview is the equivalent of wasted effort and opportunities.
• Our day by day work is based on building solid relations with our clients, partners, collaborators, media representatives. Such relations function on the supply and demand mechanism. One side should know what they need so the other side can understand and meet that specific need. Since we are talking about relations among humans, misunderstandings are unavoidable and they could all be solved by providing feedback. But if the feedback is delayed or never provided, there will be complaints and the relation could end before it even begins.
The American president Dwight D. Eisenhower discussed about a task prioritization method based on criteria of transparency and urgency. Intuitively, urgent and important tasks are a priority on the “to do” list. Second place is destined to urgent but less important tasks. Important and less urgent tasks are place on the third place and, of course, last on the “to do” list are tasks less important and less urgent.
Usually, feedback is considered important, but not urgent and hence, it is postponed up to the point it becomes top of the “to do” list.
My suggestion would be to put feedback back where it belongs. It is extremely important and most of the times it is urgent. Ignoring any of these characteristics will only bring more obstacles in the process of project implementation.