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The Two Feedback Questions That Can Transform Your Business

The Two Feedback Questions That Can Transform Your Business

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Most organisations understand the value of feedback.Whether it comes from customers, employees, suppliers, or partners, feedback plays an essential role in helping businesses improve. It highlights what is working, reveals what is not, and provides valuable insight into where changes may be needed.As leaders, we build feedback into many aspects of our organisations. It appears in performance management processes, customer surveys, employee reviews, and service evaluations. Some businesses use sophisticated measurement systems and formal methodologies to gather insights.Yet despite all of this, many organisations still struggle to collect feedback that is genuinely useful.The problem is not always a lack of feedback.Often, it is the way we ask for it.The questions we ask can shape the quality of the responses we receive. Ask the wrong questions and people become defensive, vague, or disengaged. Ask the right questions and you create an environment where people are more willing to share thoughtful, constructive insights.Sometimes, a small change in wording can make a significant difference.One of the most useful approaches I have come across comes from Jeff Grout, a speaker I have listened to on numerous occasions. His framework is remarkably simple, yet it has the potential to improve the quality of feedback across almost any situation.Here’s what we’ll explore* Why many organisations struggle to collect meaningful feedback* How the wording of feedback questions influences responses* The WWW / EBI framework and how it works* Why positive framing often produces better insights* How this approach supports continuous improvement* Ways to assess whether your feedback process is becoming more effectiveThe challenge with traditional feedbackMost organisations recognise the importance of listening.They encourage feedback from customers, seek input from employees, and regularly evaluate performance. However, collecting feedback and collecting useful feedback are not necessarily the same thing.One common problem is that feedback questions often focus too heavily on what went wrong.The intention is understandable. Businesses want to identify weaknesses and solve problems.However, when questions are framed negatively, they can sometimes create unintended consequences.People may become defensive.They may focus disproportionately on minor frustrations.Or they may simply provide answers that are less thoughtful and less balanced.At the other end of the spectrum, some feedback requests are so broad that they generate little practical value. Responses become vague and difficult to act upon.As leaders, we need feedback that is both honest and useful.Achieving that balance requires careful thought about how questions are designed.A simple framework: WWW / EBIJeff Grout’s approach centres around two straightforward questions.The first is WWW:What Worked Well?The second is EBI:Even Better If.At first glance, the framework appears almost too simple.Yet its effectiveness lies in the way it guides people towards constructive reflection rather than criticism.Instead of inviting respondents to focus exclusively on problems, it encourages them to identify both strengths and opportunities for improvement.This creates a more balanced conversation and often produces richer insights.Starting with what worked wellThe first question asks people to consider what is already working.What worked well?What was most valuable?What was most helpful?This question serves an important purpose.Feedback is often associated with fixing problems, but improvement is not only about identifying weaknesses. It is also about understanding strengths.If you do not know what is working, you risk changing or removing practices that are delivering value.By asking people to identify positive aspects of their experience, you gain insight into what should be preserved and reinforced.For customers, this might reveal the aspects of your service they value most.For employees, it may highlight management practices, processes, or behaviours that contribute positively to performance.For teams, it can identify strengths that deserve greater recognition and support.Importantly, beginning with a positive question also helps establish a constructive tone for the conversation that follows.The power of “Even Better If”The second question is where the framework becomes particularly effective.The natural tendency of many feedback forms is to ask what went wrong.What didn’t work?What problems did you experience?What should we stop doing?While these questions may uncover issues, they also frame the conversation negatively.Jeff Grout’s suggestion is to replace this approach with a more constructive alternative.Ask:What would have made our performance even better?Or:What could we have done even better?The wording matters.Rather than assuming something failed, the question assumes there was already value and asks how that value could be enhanced.This subtle shift ...
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