ideas of others.” A CFO of a large hospital concurred. “I will always ask others to read my material. The first question is ‘What does this say to you?’”

Start by making a feedback sheet with some or all of the following questions on it. Clip it to your document and circulate to people you trust to give you honest feedback.

Have I been spe

Before any document is finalized, you need to let someone else take a look at it. I cannot stress enough the significance of this step! Letters, memos, reports, brochures, even important e-mails—any writing that will see the light of day— should be read by others before you send it off because:

• Feedback sharpens your final product even though it may drive you crazy, take time, or make you feel like you’ve bared your soul to the world.

• Feedback does not mean you have to give up your voice or throw out what you’ve written. Feedback does not equate with criticism.

• Feedback is getting another perspective—that of the different audiences who will read your document.

• Feedback means that when you hand the document over for review, you ask for specific suggestions from your reader, not just a pat on the back. By getting concrete answers to the questions below, you will be armed with crystal-clear ideas. Also, think about soliciting help from at least two people unlike you in personality.

• Feedback raises the expectation in the organization that words are important and that writing well is a shared goal.

Who you are professionally is mirrored in your writing. Taking time for feedback can avert the loss of revenue, image, or clients. A superintendent of a large urban school district said, “I check my ego at the door and listen intently to the advice and ideas of others.” A CFO of a large hospital concurred. “I will always ask others to read my material. The first question is ‘What does this say to you?’”

Start by making a feedback sheet with some or all of the following questions on it. Clip it to your document and circulate to people you trust to give you honest feedback.

Have I been spec

it may drive you crazy, take time, or make you feel like you’ve bared your soul to the world.

• Feedback does not mean you have to give up your voice or throw out what you’ve written. Feedback does not equate with criticism.

• Feedback is getting another perspective—that of the different audiences who will read your document.

• Feedback means that when you hand the document over for review, you ask for specific suggestions from your reader, not just a pat on the back. By getting concrete answers to the questions below, you will be armed with crystal-clear ideas. Also, think about soliciting help from at least two people unlike you in personality.

• Feedback raises the expectation in the organization that words are important and that writing well is a shared goal.

Who you are professionally is mirrored in your writing. Taking time for feedback can avert the loss of revenue, image, or clients. A superintendent of a large urban school district said, “I check my ego at the door and listen intently to the advice and ideas of others.” A CFO of a large hospital concurred. “I will always ask others to read my material. The first question is ‘What does this say to you?’”

Start by making a feedback sheet with some or all of the following questions on it. Clip it to your document and circulate to people you trust to give you honest feedback.

Have I been spe

ck means that when you hand the document over for review, you ask for specific suggestions from your reader, not just a pat on the back. By getting concrete answers to the questions below, you will be armed with crystal-clear ideas. Also, think about soliciting help from at least two people unlike you in personality.

• Feedback raises the expectation in the organization that words are important and that writing well is a shared goal.

Who you are professionally is mirrored in your writing. Taking time for feedback can avert the loss of revenue, image, or clients. A superintendent of a large urban school district said, “I check my ego at the door and listen intently to the advice and ideas of others.” A CFO of a large hospital concurred. “I will always ask others to read my material. The first question is ‘What does this say to you?’”

Start by making a feedback sheet with some or all of the following questions on it. Clip it to your document and circulate to people you trust to give you honest feedback.

Have I been spe

ctation in the organization that words are important and that writing well is a shared goal.

Who you are professionally is mirrored in your writing. Taking time for feedback can avert the loss of revenue, image, or clients. A superintendent of a large urban school district said, “I check my ego at the door and listen intently to the advice and ideas of others.” A CFO of a large hospital concurred. “I will always ask others to read my material. The first question is ‘What does this say to you?’”

Start by making a feedback sheet with some or all of the following questions on it. Clip it to your document and circulate to people you trust to give you honest feedback.

Have I been spe

ideas of others.” A CFO of a large hospital concurred. “I will always ask others to read my material. The first question is ‘What does this say to you?’”

Start by making a feedback sheet with some or all of the following questions on it. Clip it to your document and circulate to people you trust to give you honest feedback.

Have I been specific enough?

Do I support my ideas with evidence that is objective?

Do I present opposing points of view in an objective manner?

Are you able to see the big idea?

Does the document make sense?

Is the document valid, accurate?

Is the organization logical and sequential?

How do you feel as you read this?

Do I have examples that help the reader understand?

Have I made a connection with you, the reader?

Is my writing too detached and impersonal?

Make it clear what kind of feedback you need, you’ll get real ideas you can use immediately rather than ambiguous suggestions or vague praise.