Something I've discovered as I've taken on more senior creative roles -- it's no longer just about the work. Creative leaders are expected to add value and create impact in other ways, whether it's improving process or managing team health. At Meta I developed Feedback 1-2-3, a framework intended to improve the feedback process and help creative teams better discern between necessary change and opinion. This organization gives a lot of feedback. The 1-2-3 framework gives teams a better distillation of what they need to action on versus what they need to consider, while empowering our many x-functional partners to pitch alternative solutions. It’s currently being used across the entire company. By all means use it in yours.
While feedback is intended to work, it can hurt the process and team morale. The following are a few real, well-intentioned examples of what gets delivered to creative teams from x-functional partners.
Feedback 1-2-3 breaks feedback down into three actionable categories.
