Your work would go in a much straighter line without feedback.
You’d just have to agree with yourself, put in the effort, enjoy the ride and deliver when its due. Nobody pointing out how that was tried already and did not work, how the sentence in the second paragraph could be better phrased to reflect the company’s values, how the blue could just be a bit more blue, or how it is fundamental to also feature the last meeting minutes to makes sure everybody is on the same page.
And how would you get out of doing the same thing over and over and over again? How would you get better, be more effective, get closer to your customers, in a single word “develop”?
We certainly get too much feedback, and yet we need feedback. And sometimes, in the rush of the end of the quarter, we just cut feedback out because we don’t have time to filter it, to process it, to act on it.
Pick three people. One you respect, one that is professionally close to you and one that is where you picture yourself in five-ten years. Ideally, they should be exposed to your work, or happy to be exposed to it. As you know them, you know that when they deliver feedback they do it genuinely, honestly and with your best interest in mind. As they know you, they know what type of feedback you are seeking, what your stengths are, your ambitions, your passions, your motivators, and where you want to go (and who you want to bring along). They might grow out of their role (respect is not forever, your role might change, your plans might as well), and that is fine, because other people will enter the stage ready to take their place.
Pick three people. And listen carefully to what they have to say. Absorb and digest their feedback, see what make sense, argument your position without defensiveness, open up and take the time to cherish the learning experience. Test what they suggest, see if it works, make changes and reiterate.
Pick three people. The others will have to wait.