Stop Asking for Feedback Without a Plan
Why "Thoughts?" never works
I just asked a few teammates for feedback to wrap up my self-performance review for my corporate job, I’m getting feedback from my network on a few personal projects, and I’m reviewing feedback from my Q4 senior tech workshop, Make Tech Easy, as I plan for Q1.
You see the theme? I seek out feedback. I believe it’s one of the main ways to grow, not only just getting it, but also actively asking for it.
Yet, here’s the thing:
How you ask for feedback determines whether it sets you up for success.
Right now, it’s the start of the year, and everyone’s building something. I feel the good energy, and people are doing their thing.
But have you thought about the next step to stress-test what you’re working on?
Yes, feedback could be the answer, but not the typical:
“Can you take a look at this?”
“What are your thoughts?”
“Let me know what you think.”
Feedback without context, framing, or clarity may not be bad, but can you ensure it will be useful or actionable?
Here are the four phases that make feedback useful:
Phase 1: Stabilize - Know What You’re Actually Testing
Before you ask anyone to look at anything, answer:
What specific thing needs pressure?
What decision does this feedback inform?
What context does the reviewer need?
The mistake: Asking for feedback when you don’t even know what you’re trying to learn.
You send someone your new service offering and ask, “What do you think?” However, you haven’t decided whether to test pricing or positioning. So they give you feedback on it all (or none), and you’re overwhelmed or underwhelmed.
The fix: Get clear first. “I’m confident in the pricing, but I’m not sure if the value is clear to someone outside my industry” is much easier to fulfill than “thoughts?”
Phase 2: Strengthen - Create the Container
This is where most people fail. They ask for feedback without building the structure that makes feedback possible.
In the corporate world, we call this the pre-read. It’s about grounding someone in what they’re looking at and what they should be looking for.
The container includes:
Context: What is this and why does it exist?
Stage: Where is this in the process?
Looking for: What specifically needs stress-testing?
Not looking for: What’s locked in or out of scope?
Timeline: When do you need this and what happens next?
When I’m exploring a new Make Tech Easy model, I don’t just send a doc to a colleague. I say: “This is a new area I’m thinking of exploring. Here are the results from Pensacola, and I want your point of view on whether this can work in NY. Still need to finalize and polish, but I want thoughts on the messaging.”
Now they know exactly how to help me, and their feedback is way more valuable because it’s focused.
Hot take: Being specific about what you need isn’t micromanaging; it’s respecting people’s time and expertise. Vague requests get vague responses. Contained asks get valuable insight.
Phase 3: Stress-Test - Make It Easy to Help You
You’ve stabilized what you’re testing, and you’ve built the container. Now make it easy.
Give them the lens: “Read this as a first-time founder who’s never hired an agency.”
Timebox it: “This should take about 10 minutes.”
Show your work: “I’m worried the pricing section is too complicated, but I feel good about the case studies.”
When you do this, the reviewer knows how to help you, and you get feedback you can actually use.
Phase 4: Trust - Close the Loop
This is the phase no one does. And it’s why people stop offering to help you.
After you get feedback, close the loop:
“Here’s what I changed based on your input.”
“That question you asked made me realize I was overcomplicating the pricing.”
“I went a different direction, but your feedback helped me see what wasn’t working.”
This isn’t just polite. It’s strategic.
When you show someone their feedback had an impact, they understand how to help you better next time. You’re building a relationship, not extracting value.
The Template: Make This Easy on Yourself
Next time you’re about to ask for feedback, use this:
Context: [What is this and why does it exist?]
Stage: [Where is this in the process?]
Looking for: [What specifically needs stress-testing?]
Not looking for: [What’s locked in or out of scope?]
Timeline: [When do you need this by and what happens next?]
How to review: [What lens should they use? How long should this take?]
If you’re building something right now (and if you’re reading this, you probably are):
When was the last time you asked for feedback? What did you actually ask for?
If someone sent you your own feedback request, would you know how to help them?
Who gives you the best feedback in your life? What container do they create that makes their input so valuable?
If you’re building, creating, or exploring new ideas, feedback can give you momentum.
Momentum is good. Yet, momentum without structure gets you moving fast in unclear directions.
Build the container. Make it easy for people to help you. Close the loop.
That’s how you turn “everyone’s building” into “everyone’s building well.”
Talk soon.