Some characteristics of "Great" feedback management programs

Many organizations today have programs, initiatives and technology (EFM) for gathering and managing customer, employee or other constituency feedback.  As with many new technologies, lots of them haven't received the benefits they expected.  In my opinion this is because they are still doing "research" and not "feedback management".  I think these organizations have simply swapped EFM in for something else they were doing (outsourced market research mostly).  But, haven't changed their feedback approach to "engagement" with customers, employees or other constituents.  As a result, they don't realize their feedback management programs could be giving them a lot more than they get today. 

So how to tell if a feedback management program works well?  My anecdotal thoughts on how to tell if a feedback management program is working:

• Business users clamor for the data coming from the EFM platform and use it, unprompted, to interact with the customers, prospects, partners, employees, etc.  This is especially the case if no "top down" management edicts are required.  If "line" managers, directors and vps want the data, use it and act on it, its probably a good program.
• Processes simply wouldn't function nearly as effectively without the feedback.  Whether it's customer support, lead generation, learning management or anything else, if the objective of the process can't be accomplished without feedback its a sign of "good" feedback management.
• Customers (or other constituencies) get anxious about not being asked for feedback and say so to sales or support people.  This indicates the feedback management program is perceived as valuable by customers.
• Incentives.  If you don't need them to achieve reasonable response rates (25%+), your feedback program is probably delivering value to your constituents and is "good".

In my opinion good feedback management programs have some defining and yet easy-to-evaluate attributes:

• Win-Win.  Good feedback initiatives provide "wins" for everybody involved.  Those providing feedback benefit by doing so as much, or more, than those receiving it. 
• Closed Loops.  Good feedback programs continually "close the loop".  Moreover, it's done on a one-to-one basis. 
• Time investment.  Organizations with good feedback management programs invest substantial amounts of staff time to respond individually to each person giving them feedback. 
• Expectations met. All feedback gathering activity (as opposed to research) creates some  expectation of action or dialogue.  Good feedback initiatives take this into consideration and ensure any expectations are met. 

If you aren't sure about the benefits your feedback management initiative is generating, it's easy to ask some pertinent questions: Does your customer "win" by giving you feedback?  Are you always closing loops? Does your staff invest time regularly to respond to feedback?  Are you meeting the expectations your respondents have for follow up (are you closing the loop in the right way)?

The benefits of doing feedback management "right" are compelling, with increased profitability typically accruing to organizations that do it well.  It seems to me that more organizations could be doing it well using these simple guideposts.