Be wary of feedback
In his role Scott Drawer is no stranger to giving constructive feedback.
But with the sheer volume of data available today, it’s a game of quality over quantity. “The real skill is how you deliver it and when you deliver it to each individual,” he says. “There’s a bit of an art to that.”
For Jeremy Snape, relying on data can be hugely beneficial. “It takes away the emotion and it stops it from being me and you,” he says. “If there’s the triangulation point of me and you about this, I think that’s a really powerful thing.”
But Greg B Davies believes we should be wary of feedback. “The trouble with feedback is that it’s enormously less relevant than people think it is,” he says. “The simple reason is that big difference between what happens in business and sport is the role of chance and luck.
“A lot of business decisions and investments decisions over a short period of time involve an incredible amount of chance. People can make all the right decisions and it can turn out horribly. Or they can do everything wrong and it can accidentally turn out wonderfully. And that means that over short time horizons, if you take feedback from the outcomes of your decisions, you can start to re-enforce some very bad behaviours.”