Keith Yandell: belief

Transcript context

…Cool. I'm trying to imagine you in this meeting with the CMO you mentioned, and them having to give you constructive feedback. That's always hard, even though you expect it. Is there anything else you do to help people feel comfortable giving you hard feedback in meetings like that? You have to thank them for it. Right? I mean, there's a saying, "Feedback is a gift," but you have to say stuff, and you have to action. And that's one thing I've found that can be really demotivating for folks. A lot of these companies have these pulse surveys, or they talk about what the company can do better, and they put the results on the screen, and, "We're going to work on it," and that's the end of it. And that was something I learned early on at DoorDash that people didn't like, unless you were going to come back and say, "Hey, this was our lowest performing area in the pulse survey. Here are the three things we did to action it," because that's how you would treat the business. Right? If we got feedback from a customer or from another business line, you would say, "Heard it. We're going to come back and report out on what we're going to do differently, and then we're going to track the progress." And so I think that's really important when you receive feedback. You have to show people that you're actioning it and say, "I heard this from you. Checking in. Am I doing better? Here are the things that I've changed." And so making sure that there's that feedback loop, I think, is another important part of creating the right structure for a good, healthy culture. Another guest on the podcast had the same exact advice for getting feedback, and the way he described it is you want to be enthusiastic about like, "Thank you so much for that." And the way he described it is even though you're melting inside because you don't want to hear, "Thank you so much. That was so helpful."…

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