How to nail the feedback loop
Principles for getting actionable information from customers to make your product or idea better.
In grade school, I was a peer mediator. I think I was recruited because I was a friend to many: the weirdos, the smart kids, the jocks, and even the ones with permed hair, curled bangs, and Girbaud jeans (you know, the popular kids). I had a knack for navigating people from all walks of life. Equally as important, I understood the power of creating a space for conversation and connection.
You might say I have a gift. Or you might say that I’m being a braggart. The truth is, I’m a natural communicator (hence the career in facilitation), but I also have a desire to teach and share. So, I’ve curated a list of 3 principles that will help you nail the facilitation of customer interviews, manage different personalities, and extract the quality feedback you need to move your product or business idea forward.
When we share insights with each other, we all benefit! And it all starts with a proven process…
1. Look to day 5 of the Design Sprint
You knew I would have to involve the Design Sprint in this, right? But here’s the good news: you needn't have done a Sprint to take advantage of the format for Day 5. I’m referencing it here because it’s ripe with best practices for gathering feedback. As part of this format, I facilitate interviews that are observed by the core team so each person can capture their own observations, insights, and perspective about what to do next. My process looks like this:
Use Zoom to conduct the interviews.
Record them so that team members can watch them asynchronously.
Once complete, host a 2-hour synthesis meeting to talk about what was learned during the tests and what should happen next as a result.
Note that the videos are always there for the core team to refer back to if they want a refresh on what actually happened as testers were navigating the prototype.
If necessary, share with other team members/execs to help them understand the insights gained.
On a personal note, when I first started facilitating interviews in this way — fully recorded for all team members to watch and re-watch — I was a bit nervous. I felt exposed (imagine someone watching you do your job in detail on video)! But once you get beyond the discomfort (which involves a lot of “this is not about you” self-talk), it might become one of your favorite parts of the process. It has for me.
Just remember, as long as you have a plan and a process in place, you’ve got everything you need to knock it out of the park. And if you need some help with the prep part of things, check out my approach to running remote testing sessions, which details everything you need to run a virtual test day from start to finish.
2. Get them talking
Everyone has a different communication style, and getting people to open up requires more than one tool. In my years as a facilitator, I’ve learned a handful of trusty techniques to start a conversation and keep it rolling, like:
Be Curious: It pays to be genuinely interested in who’s in front of you. You never know what you might learn or discover. Spending time with someone is a unique and precious opportunity — this person and the moment will never be here again. For example, let’s say a customer shares that they’re a firefighter. Rather than simply saying “awesome,” I’ll ask a question like “wow, how long have you been doing that?” and, “what made you want to get into that line of work?” Engaging authentically and committing to being fully present makes your interviewee feel seen, heard, and hopefully more open.
Don’t Assume: You know the old saying that when you assume you make an “ass” out of “u” and “me”? It holds true. You never know what you might learn from someone. If you step into a situation believing that you have all the answers and know exactly what people think/feel/want, you might just miss out on the truth. I suggest going into things with an open mind. I know it’s a practice, but commit to it! Preemptive categorization and assumption leaves little room for nuance and detail — and that’s where the real insights live.
Let Them Lead: I start most of my questions with “Talk out loud,” or “Tell me your reactions to what you’re seeing here.” It’s SO important to let your participants share their thoughts and feedback. In fact, let them lead. You should certainly ask probing questions based on what they share, or call their attention to something, but they should really be doing most of the talking.
Read The Room: This is a bit more nuanced, but it’s important to read your interviewee’s energy. Conversations are a dance, not a solo performance. When you’re able to pick up on how others are feeling or reacting, it can tell you to adjust the way you’re doing things, and that leads to better outcomes for all parties involved. Are you noticing their body language? What about eye contact? Does their communication style warrant a different interview technique? Which leads me to my next principle…
3. Meet your interviewee as they are
When you effectively read the room, you’ll quickly realize that everyone has a different personality and communication style. Guiding these folks through a conversation that will garner the information and results you need is an art. Here’s how I handle some of the most common interviewee types:
The Enthusiast: This person is probably telling you all sorts of things unrelated to what you actually want to learn. They’re excited to be there, but easily run off the tracks. They may need to be guided back to the prototype and asked to pay attention. I often say things like “ooh, that’s so interesting, thank you for sharing that. Could I have you take a look at____”. This offers acknowledgment of their thoughts without being dismissive, and quickly gets us back to the task at hand.
The Shy One: Maybe they’re shy, or just reserved. This interviewee typically needs encouragement and reinforcement that you really value their input. These people may be hesitant and need time to warm up, or you may find that they need extra support throughout the process. Either way, make it your mission to make them feel heard and valued.
They of Few Words: You know a one-word answerer when you meet them. They keep things very succinct and might be stingy with details. They absolutely make efficient use of your time, but if they aren’t giving up much information then you aren’t getting the most out of their feedback. Here’s where additional questions can help, like “Tell me more,” or “Say more about…” or “What do you think your reasons for feeling that way are?” It might take some extra talking on your end, but the more you avoid close-ended questions, the more you’ll get from the session.
No matter which personality type you encounter (and the above list isn’t exhaustive!), it’s important not to take different communication styles personally. Your job is to learn, and whatever that person is showing up with is not about you. When someone steps into an interview they may be carrying any number of things with them, like anger, resentment, frustration, tiredness, anxiety, etc. I once had an interview where the customer was clearly mad at my client. This was extremely challenging, but I continued to validate their feelings, thank them, and assure them that I would pass on the feedback (and I did!). It made a world of difference in getting information that was both accurate and useful.
Remember, we’re are all just balls of energy moving through time and space. You never know how someone is feeling when they step into an interview, but if it’s your job to extract feedback from them, then it’s also your job to understand how to pivot if a communication style or tool isn’t working. Understanding how to read the room, get people talking, and guide folks through a proven format is going to generate quality input that can have an enormous impact on your product or business idea.