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A while ago, I wrote about how you should use feedback to your advantage — particularly when it comes to running a website.  Without the person to person contact of a brick and mortar business, website owners will take all the feedback they can get.  The truth is, though, it’s incredibly hard to get good feedback online.

Where’s the feedback?

How hard is it to get meaningful feedback online?  I recently took a look through all of the feedback emails sent to Wikinvest

since I joined.  Without actually counting them, here’s the rough breakdown of emails in order of email “market share”:

1. Classes and Conference invitations
2. Complain letters to company executives (i.e., someone goes to the Honeywell page and writes a nasty feedback letter “to Honeywell” — only, Honeywell doesn’t get it, we do.)
3. Requests for link exchanges
4. Advertising / Partnership inquiries
5. Feedback of the Useless Variety (everything looks great!)
6. Feedback of the Useful Variety (complaints)

There’s no better feedback than complaints.  Of course, we all love the pat-on-the-back feedback email, but its’ the “what the hell’s wrong with you?  No one can read that font!” email that really gets us moving.  At Wikinvest, total feedback — both useless and useful — probably only equates to 5% of all emails to our feedback address.  To take a great example, today Wikinvest released a whole slew of new features, including a bit of press to go with it.  What sort of volume did we see in our feedback inbox?  We had five emails — despite the fact that traffic today was multiples higher than a typical day.

Despite the huge Get Satisfaction Feedback buttons that have been popping up all over the web, it seems like most often, feedback emails are anything but.  That first time you put up the feedback button, you think, “Hey, someone’s going to email us and tell us they love that widget 13 pixels above the comment box.  It’s much better than the 5 pixels we argued about for half an hour.”  Surprisingly enough, it doesn’t work that way.

So, how do sites actually get meaningful feedback from their users?

Analytics

There’s no better way to understand what your users do and don’t like data and analytics.  You can get an unlimited amount of information about your users if you know how to pimp out your Google Analytics the right now.  If you’re not going to tell us what you like and don’t like with your words, well, we’re just going to figure it out with your clicks.  The only problem with analytics, though, is that it only tells you what people like and don’t like.  The “why” people like and don’t like your service is up to you to figure out.  Maybe some of these other methods help…

Social Media

Like I said, after today’s Wikinvest launch, we saw four meaningful feedback emails; however, the TechCrunch article had 19 comments.  The Giga Om and Wall Street Journal articles had a few more.  On Twitter, the flood of Wikinvest references certainly helped too.  Users are talking about your site, they’re just not talking to you so you have to go out and find them.

Group Protest

This one’s exclusive to sites that allow it’s users to form groups around certain passions.  That’s right, I’m talking to you Facebook.  Who knew you were so lucky to have groups you could go to like, “The New New NEW Facebook Redesign Sucks — Boycott Facebook! — Oh wait, no, we actually like it now.”

Power Users

At Wikinvest, we’ve discovered a novel way of getting feedback from our users — talking to them!  On the phone even!  A group of power users helps propel Wikinvest’s content, but, almost more importantly, they’re invaluable to feedback about new products and features.  They tell us what we should and shouldn’t be doing, help fill in gaps in our team’s knowledge base, and often, they just know what they want better than we do.  You might call them consiglieres; oh wait, we do call them consiglieres.  Thanks guys!

For me, anything new starts with a brainstorm.  Almost everything I’ve ever written started as a brainstormed list and was later constructed into a complete thought.  As much as I’ve mentioned enjoying this in the past, in a way, I envy those people that can turn a blank page directly into to something well crafted and polished.  It certainly saves a few steps.

In college, my freshman year writing teacher once told me I was one of the most step-by-step writers she’d ever read.  I could apparently write (surprise to me), I wasn’t lacking things to say (less of a surprise), but I was just really, really sequential she told me.  (This woman had the dark, artsy grad student thing down pat.  I’m sure she didn’t know what to make of my engineering ass.)  My creativity simply comes at a different part in the process — the brainstorm’s where the fun is.  It’s putting together the puzzle from that brainstorm that’s logical sequential.

Anyways, here it is.  We’ll see how I put it all together.

Community

• Sustainability in your Community
• Eyeballs to Fingertips Ratio

Build systems, not products.

Feedback - get it every where you can

• Emails
• Webinar
• Power Users
• Coworkers

Revenue

• You need more
• Who has the pockets
• Traditional vs. Non Traditional

Operations

• Always getting better
• Document!
• Know when to fudge it.

Wikinvest - Working for a startup, analyzing conglomerates.

Changing Landscape

• Falling (failing) newspapers.
• Large institutions are out.  Little is in.
• Paying platforms - Mahalo, Facebook, iPhone
• Manager your own money

ADRE and QQQQ

Ownership

• Company Options
• Personal Investing

What’s Failure?  What’s success?

Your Network

• Casually
• Personally
• Network-ily

If you haven’t figured it out by now, I’m obsessed with finding ways to work faster and smarter.  I’ve talked about designing and brainstorming faster with my whiteboard and Balsamiq’s mock up tool.  I spent over 600 words describing how I organize my email inbox, and I can’t wait for Ativiti to launch so I can share even more ideas about process.

Given all that, it’s no wonder I enjoy working for a startup.  From my experience, it’s the ultimate test in your ability to get a lot done in very little time.  There are always a million things you have to do.  There’s absolutely no way you can accomplish everything.  How do you figure out what gets done and what doesn’t?  When no one is telling you what to do, what’s the most important thing you should be doing?

From my experience with this and previous jobs, there’s the things you have to get done, no matter what, and then there’s everything else.

Things that have to get done, no matter what.

In most normal jobs, “the things that have to get done, no matter what” take up most of your time.  In a startup, though, these things are the least of your worries.  At a startup, the things that have to get done, no matter what, are the things that you’ve figured out already.  You know your payroll process.  You know your QA process.  Make them as fast as possible.  Make them take up 10% of your time.  You have to spend the rest of your days figuring out your new marketing strategy, the next product launch, the bug fix, and …

Everything else.

If 90% of your time is spent on everything else, what does that time look like?  How do you figure out the next most important thing for you to work on?  Your work has to constantly move a process forward, a contract forward, a task forward, the company forward.

Are you creating something new?

Working at a startup means you have the potential to create something new just about every day.  You can’t actually create something every day, but that’s the potential.  It takes a lot of prep work to create something new, especially to do so correctly.  Creating requires a process — brainstorm, refine, plan, build, refine — and with each step you’ll have to ask yourself the same question, what’s the most important thing I should be doing?

Are you doing something that will bring attention to your organization?

No news is bad news for a startup.  Find a way to get people talking about you.  There’s many ways to bring attention to your organization — create something new, improve your page rank, generate buzz on the blogosphere.  If you’re doing this, you’re always doing something important.

Are you creating something that’s lasting and replicable?

You’re creating something new.  We’ve established that.  You’re also creating something that may have to last.  You need to assess whether what you’re creating is a one-time activity or not.  Pulling a report is never a one-time activity.  Writing a feedback email isn’t either.  Obviously, this has to be balanced with a startup’s short-term need for speed and agility, but a little planning up front helps ensure longer term success.

Are you improving an existing process?

You’re taking a process from the person who first created it.  The problem is, you’re not someone who just takes a process as-is.  You want to question and improve it.  With enough people thinking like this you can quickly go from a guy writing a payroll check to an electronic, efficient direct deposit payroll system.  Be sure the time spent fixing your process justifies the effort, though.  If it takes several hours to reduce a back office process from three clicks to two, it might not be worth undertaking right now.  It might still be worth fixing, but not until a million other things are taken care of.

Are you developing something you can pass to another team?

You not only have to create things that can be passed to your own internal teams, you may need to make your work presentable to another team in your company or another company altogether.   You can’t simply give the administrative assistant a payroll task without re-explaining your process, highlighting any exceptions.  Your specification has to be written unambiguously in order for development to pick up where you leave off. What’s acceptable for internal team distribution often requires a new draft entirely for other teams.  Factor this extra effort into your planning.

Are you learning something new, something that you can re-use?

You know what you’re doing right now.  But do you know what you’re doing a year from now?  You should have an idea.  What will you need to know then that you don’t know now?  A few pilot programs now will make it easier for you to answer that question later.

Are you fixing something that’s broken?

Fixing something that’s broken helps make sure you’re not wasting time on things that don’t fit these criteria.  Remember what I said above, though, the effort mustn’t exceed the reward.

Finally, in this economy, there’s the most obvious question you should be asking yourself whenever you prioritize your work –

Is this going to make us any money?

Forget everything else.  If all else fails, focus on generating revenue.  In this economy, there’s nothing more important that you could be doing right now.

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