Startups Need Business Relationships Without Drama


Entrepreneurship is not a job for the Lone Ranger.  Every startup requires building and maintaining effective relationships with people, including partners, team members, customers and investors.  That means giving feedback, asking for feedback and learning from feedback, especially the negative.


startup drama

“Friction” is feedback mixed with emotion or drama, making it all the more difficult to sort out the value.  There should be no immediate assumption that one side is right, and the other is wrong.  It may be an indication that one party isn’t giving feedback well, isn’t taking it well or both.  Both of these modes are wrong and are not productive.

Unfortunately, many entrepreneurs I talk to confess that they put off giving feedback because they are uncomfortable.  Others tell me they can’t deal with friction or negative feedback, so they don’t listen.  If feedback is so important, why is it often ignored?  Let’s look at what causes friction and how to prevent it, resulting in productive feedback.

  • Make your feedback “information,” not a judgment or evaluation.  Words such as “good” or “bad” telegraph evaluation, on either the quality of work or correctness of behavior.  Label words, such as “careless” or “disloyal,” signal judgment about a person’s character.   Most people don’t like judgments, so they respond with friction, rather than listening.
  • Descriptions in neutral language lead to recognition.  People tend to keep listening and consider changing when they recognize themselves in non-confrontational descriptions of an actual event.  When they can’t relate to the data, you will have friction and they will tune out.  Stick to what you know and what you observed.
  • Secondhand feedback poisons the process.  Too many entrepreneurs create friction by highlighting comments from other people.  This stems from two problems.  Firstly, this he-said-she-said doesn’t include concrete examples and clarifications.  Secondly, people become defensive when feedback is not firsthand.
  • Pick an appropriate time and place for feedback.  Getting feedback in front of your peers or when you are rushing to meet a deadline is embarrassing and prone to causing friction.  Now, if you are trying to give feedback with privacy, and the person never has time to listen, that’s a different problem.
  • Feedback given at work should be only about work.  Don’t mix in observations about commitment and loyalty to work issues with observations about actions within private relationship seen at a party or elsewhere.  Again, stick to the facts you know and your personal observations, and avoid absolutes such as “always” and “never.”
  • Minimize the perceived power difference to facilitate listening.  Feedback to top executives is more readily received from outside experts and mentors, rather than less experienced team members.  Inversely, feedback given to newer employees should be given by their direct manager, or even peers, rather than a top executive.

Not all feedback should be about things that need improvement.  Everyone needs positive reinforcement on items and actions done well, which opens their mind to receive any feedback without friction.  In fact, most psychologists agree that people advance more rapidly by positive reinforcement, rather than negative reinforcement.

We never see ourselves as other people see us.  We see friction, and we react to friction, based on our standards, what we consider important, what we value and what makes us uncomfortable.  Understanding that, and understanding the triggers to friction outlined above, you as an entrepreneur need be able to deal with friction as the most important feedback of all.

Reprinted by permission.

About the author: Martin Zwilling

Martin is the CEO & Founder of Startup Professionals, Inc., a consultancy focused on assisting entrepreneurs with mentoring, business strategy and planning, and networking.

Martin for years has provided entrepreneurs with first-hand advice, mentoring and business plan assistance as a startup consultant. He has a unique combination of business and high-tech experience, and executive mentoring and connecting startups with potential investors, board members, and service providers.

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