I remember sitting in my clinic, reflecting on a recent conversation with a founder. We were discussing the feedback they received after launching a new feature. “The users liked it,” they said. Yet, they were puzzled by the lack of engagement. This conversation stuck with me because it highlighted a common misconception: that polite praise equates to successful feedback. As both an IVF specialist and an angel investor, I’ve learned that what people say often isn’t what they mean. Understanding this can make a world of difference in both patient care and startup success.
It’s a comforting belief that when someone says they liked something, we can rest easy. But, the reality is far more complex. In my experience, the feedback that truly drives decisions isn’t the kind that comes wrapped in niceties. It’s the kind that digs into the specifics, the kind that makes both the giver and receiver slightly uncomfortable because it exposes the gaps that need addressing.
In the world of startups, founders often ask, “How did you like it?” expecting this to suffice as feedback. But this question is akin to asking a patient, “Are you feeling better?” after a procedure. It lacks depth and misses the opportunity to uncover the nuances that can lead to meaningful improvements. Instead, we should be asking more pointed questions. “Which part of the process did you find cumbersome?” or “What would you have done differently if this feature wasn’t available?” These questions illuminate the behavior and the real experiences of users.
I recall a time when I was mentoring a startup that was struggling to retain users. They asked for feedback, but the responses were ambiguous. “It’s good,” was the most common reply. I suggested they reformulate their approach. Instead of asking general questions, they needed to dive into specifics. “What did you have to change about your routine to use our service?” or “When was the last time you considered not using our app, and why?” The responses were eye-opening. They uncovered real issues, like a cumbersome onboarding process and unclear instructions, that were driving users away.
In my clinic, I apply a similar approach when dealing with patients. Instead of asking if they are satisfied, I probe deeper. “What was the most challenging part of the treatment for you?” or “Was there a moment you felt unsure about the next steps?” These questions don’t just improve my understanding; they improve patient outcomes. Feedback, whether in medicine or business, should be about behavior, not just opinion.
One of the most enlightening moments for founders comes from understanding why a customer didn’t choose their product. Speaking to those who decline, abandon, or cancel is crucial. It’s akin to understanding why a patient didn’t follow through with a treatment plan. The reasons can be more telling than the praise from those who did. Often, these conversations reveal overlooked obstacles or unmet needs that, once addressed, can transform a product or service.
Founders often fall into the trap of listening to the loudest voices, those who are most enthusiastic. But this can skew the feedback loop. It’s essential to remember that silence or negative feedback carries more weight than we often give it credit. It’s a reminder that inaction can speak louder than words, much like when a patient doesn’t return for a follow-up.
Once feedback is collected, it needs to be actionable. Grouping feedback by the underlying problem rather than by the loudness of the complaint or the enthusiasm of the praise is essential. Which issues are recurring? Which impact the user experience? This process mirrors the way I analyze patient feedback to improve treatment protocols. It’s about identifying patterns and addressing root causes, not just symptoms.
Closing the feedback loop is another critical element. When you act on feedback, tell those who provided it. “We changed this feature based on your input; we invite you to try it again.” This not only validates the importance of their feedback but also builds trust and encourages continued engagement.
Feedback should drive decisions, not just be collected for the sake of it. Sometimes the decision is to build; other times, it’s to simplify or stop altogether. In my practice, this means sometimes stopping a treatment that isn’t working and trying a new approach. In the startup world, it might mean pivoting the business strategy based on what feedback reveals.
In conclusion, the most productive feedback isn’t the kind that makes us feel good; it’s the kind that challenges us to improve. It’s the honest, sometimes uncomfortable truth that drives change. As both a doctor and an investor, I’ve seen firsthand that the real value of feedback lies in its ability to inform better decisions. Whether in healthcare or in the startup ecosystem, feedback should be a tool for continuous improvement, not just a checkbox on a list.
The next time you ask for feedback, remember: it’s not just about hearing what you want to hear but about discovering what you need to know.