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Hey, welcome back.

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So I left off in the last video kind of on a cliffhanger, now I'm going to teach you how to get some

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really good, constructive feedback.

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The first step is context.

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You need to be clear about the context of the meeting.

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It's so important.

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If you don't, each person may have a different understanding of how far along your design is.

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They may also try to give you feedback on irrelevant portions of your idea.

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And with a larger crowd, this can get so out of hand and it can get out of hand quickly.

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Try preparing your invitees ahead of time with a quick intro before the meeting, or you can send them

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a quick message beforehand before everyone actually sits down.

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It doesn't need to be lengthy, but it can be a good or it can actually set a good baseline.

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So everyone is really understanding of the context of that meeting.

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You also really want to have clear goals, you want to point out which aspects you're looking for feedback

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on, and you want to state the non goals that are out of scope or just not relevant to your design yet.

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Another big thing is you want to let people know what stage you are in in terms of the design process,

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let them know how far along you are.

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This really helped set expectations, this matter, since our fidelity naturally increases over time,

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you know, we may start with sketches and gradually build ourselves up to like a really nice high fidelity

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mockup.

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Visual feedback can really bog down the discussion, especially if you aren't even there yet.

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So it's really good to kind of set that precedent and set those expectations right off the beginning.

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You want to ask those open questions, raise any open questions that you or your team has regarding

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your designs.

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And that way your attendees can actually bring value and insight for you.

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The next is an invite only the people you need to you know, this may be harsh, I, I get it.

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You may not want to do this.

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You may want to invite a bunch of different people.

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And you you may think that they'll give you a lot of feedback.

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While this type of openness is good, not all feedback is equal.

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And that's just the ugly truth.

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For your feedback to be constructive, it needs to come from the right people.

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It may not be the CEO or others with big titles.

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It could be somebody else who understands the space much better.

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Could be like a customer service representative who talks to users all day.

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So really think about the problems you're trying to solve and who has the answers to the questions.

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Figure out who's mandatory, those with the most knowledge of the problem space, maybe even developers

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who are implementing your designs.

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We can give you feedback on stuff like that.

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Also, people who you need buy in from those people can be like your internal stakeholders.

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Or maybe it is like somebody like the CEO or like the product manager from the client side.

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So you need to really think about those people that are really mandatory for that meeting.

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But you also need to think about who is optional.

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You can invite others, but, you know, you want to try and keep it a little small when you do direct

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your questions directly to the people who you really feel may give you the feedback.

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You need an optional attendees.

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They may bring some more insight as well.

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You may be surprised that who brings something up that is really interesting or may really help you

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with your designs, the next thing you want to do is mobilize your group, you know, put them to work,

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open critiques, have their place.

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But you may run out of time if the discussion gets out of hand to come to your meeting with the feedback

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and priorities moving forward, you need to really get your group involved, make sure you get everyone

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involved.

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That means all the different types of people in that meeting, even yourself.

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And I'm going to tell you how you can do that.

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So step one we want to do is you want to use a whiteboard that's large enough for your group so they

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can add their feedback or questions to stickies, get them to do that, you know, time box them and

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give them like five minutes to really think through things that they want to bring up so they can have

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a discussion about it afterwards.

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When they're done, they can just post their stickies right up to the wall or the whiteboard.

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You really just need a big space.

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Step two, this is the voting time.

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So you want to time box and set aside enough time for everyone to go through the list of stickies and

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vote on which ones they think are of highest priority.

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You know, they should always vote on the ones they find impactful, relevant or important to discuss

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together.

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Step three now, this is where everyone kind of comes back together, they go through what they selected

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and they discuss the top voted stickies aren't necessarily the best ones, but if enough people voted

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on it, it may mean that it resonates with them.

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It may be a good point to talk about that during that meeting or, you know, writing that down and

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talking about it later.

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If it isn't too relevant, you know, you got to be wary about your conversations and your feedback

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meetings getting derailed.

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It definitely happens.

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Sometimes feedback may not be entirely relevant to the topic you want to focus on and others may get

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so excited about it and it could derail the conversation.

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It happens all the time and that's totally fine.

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It's just natural.

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The group activity that we just outlined should stop this.

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But in the event that this issue does arise, bring up its relevance to the goals you stated for the

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meeting.

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Somebody is bringing up something totally irrelevant and maybe we're talking about a checkout flow or

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something like that, and somebody brings in something like product pages and that don't necessarily

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mean anything to the checkout flow.

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Then you should kind of bring up that goal that you first stated in the beginning and maybe, hopefully

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you'll get back on track.

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I feel like it's always good, though, to bookmark the feedback that does come so that way, I think

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it's always good to bookmark the feedback that you do get, you know, and come back to it as a group

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at a later time.

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You know, I always show or I always, you know, I always show and I always, like, make sure that

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my attendees know that I've booked marked their actual feedback so that they don't think I'm ignoring

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them.

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So this is a process you can use to get great feedback.

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Just remember that you want to give them the right context you want to set.

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The goals for your meeting, you want to get everyone together that should be there and get them to

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actually work together to give you feedback as a group, so that way one voice doesn't just dominate

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a room.

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And also so you can get the right feedback from the right people.

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And always, always.

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Stay on track, and that's how you get some constructive feedback.