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← Feedback aimed at fixing one specific piece of work creates a bottleneck rather than leverage.
17 connected korrents · 17 moments from 23 Jan 2012 to 27 Oct 2026.
Everything filed under design
design
Everything filed under hiring
hiring
Everything filed under management
management
Everything filed under startups
startups
Everything filed under product management
product management
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AI alignment Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: Feedback aimed at fixing one specific piece of work creates a bottleneck rather than leverage. Feedback aimed at fixing one specific piece of work creates a bottleneck rather than leverage. Last stated 3 months ago
13 Aug 2026
HG
Hilary Gridley — holds since 2026-08-13 — tap for who they are
Same subject: Speed and efficiency alone do not make work better is not relevant, but problems with core competency can't be fixed with feedback — tap to centre the map on it Speed and efficiency alone do not make work better is not relevant, but problems with core competency can't be fixed with feedback Last stated 3 years ago
1 Sept 2023
DH
David Heinemeier Hansson — holds since 2023-09-01 — tap for who they are
Same subject: Managers withhold feedback because it is socially expensive and they are not trained to give it. — tap to centre the map on it Managers withhold feedback because it is socially expensive and they are not trained to give it. Last stated 3 months ago
12 Aug 2026
AF
Adam Fishman — holds since 2026-08-12 — tap for who they are
Same subject: When every idea can be tried, many product managers will probably find they are not that good at zero-to-one work. — tap to centre the map on it When every idea can be tried, many product managers will probably find they are not that good at zero-to-one work. Last stated 2 months ago
6 Sept 2026
AA
Anish Acharya — holds since 2026-09-06 — tap for who they are
Same subject: Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month. — tap to centre the map on it Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month. Last stated a year ago
21 Sept 2025
JZ
Julie Zhuo — holds since 2025-09-21 — tap for who they are
Same subject: Ranking a product's problems, fixing them and looping again is like running your own training process towards product-market fit. — tap to centre the map on it Ranking a product's problems, fixing them and looping again is like running your own training process towards product-market fit. Last stated 2 months ago
10 Sept 2026
RS
Robby Stein — holds since 2026-09-10 — tap for who they are
Same subject: Any one person or small group placed at the top of the hiring funnel will bottleneck the whole organisation, so first-round review should be distributed across the company as a vote. — tap to centre the map on it Any one person or small group placed at the top of the hiring funnel will bottleneck the whole organisation, so first-round review should be distributed across the company as a vote. Last stated 3 months ago
7 Aug 2026
MH
Max Hodak — holds since 2026-08-07 — tap for who they are
Same subject: A feedback loop that reinforces a behavior pulls it toward whatever improves the loop's own score. — tap to centre the map on it A feedback loop that reinforces a behavior pulls it toward whatever improves the loop's own score. Last stated 2 months ago
26 Aug 2026
HK
Henrik Karlsson — holds since 2026-08-26 — tap for who they are
Same subject: Companies should respond very fast to feedback and improve things fast — tap to centre the map on it Companies should respond very fast to feedback and improve things fast Last stated 5 days ago
27 Oct 2026
PL
Pieter Levels — holds since 2026-10-27 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. — tap to centre the map on it A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. Last stated a month ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — tap for who they are
Same subject: A $1,299, 100-gram pair of slip-on glasses seems far more enticing than a $3,699, 700-gram headset strapped to the face. — tap to centre the map on it A $1,299, 100-gram pair of slip-on glasses seems far more enticing than a $3,699, 700-gram headset strapped to the face. Last stated a month ago
24 Sept 2026
MS
M.G. Siegler — holds since 2026-09-24 — tap for who they are
Same subject: A baby-step version of eval-driven design is to sketch out 10 to 20 hero flows and run the feature or interaction through them to see where it falls apart. — tap to centre the map on it A baby-step version of eval-driven design is to sketch out 10 to 20 hero flows and run the feature or interaction through them to see where it falls apart. Last stated 2 months ago
9 Sept 2026
EB
Ed Bayes — holds since 2026-09-09 — tap for who they are
Same subject: A blank chat box is lazy: it violates the first rule of a good user experience, that it is obvious what you can do. — tap to centre the map on it A blank chat box is lazy: it violates the first rule of a good user experience, that it is obvious what you can do. Last stated a year ago
12 May 2025
JZ
Julie Zhuo — holds since 2025-05-12 — tap for who they are
Same subject: “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. — tap to centre the map on it “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. Last stated 3 months ago
28 Jul 2026
BS
Blake Scholl — holds since 2026-07-28 — tap for who they are
Same subject: A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. — tap to centre the map on it A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. Last stated 3 months ago
28 Jul 2026
SA
Sam Altman — holds since 2026-07-28 — tap for who they are
Same subject: A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. — tap to centre the map on it A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. Last stated 5 months ago
2 Jun 2026
JJ
Justin Jackson — holds since 2026-06-02 — tap for who they are
At the centre
Feedback aimed at fixing one specific piece of work creates a bottleneck rather than leverage.
Holds Read this korrent →
Speed and efficiency alone do not make work better is not relevant, but problems with core competency can't be fixed with feedback
Holds
Managers withhold feedback because it is socially expensive and they are not trained to give it.
Holds
When every idea can be tried, many product managers will probably find they are not that good at zero-to-one work.
Holds
Feedback should be a daily practice rather than a twice-yearly review, because the team that improves one percent a week overtakes the team that improves one percent a month.
Holds
Ranking a product's problems, fixing them and looping again is like running your own training process towards product-market fit.
Holds
Any one person or small group placed at the top of the hiring funnel will bottleneck the whole organisation, so first-round review should be distributed across the company as a vote.
Holds
A feedback loop that reinforces a behavior pulls it toward whatever improves the loop's own score.
Holds
Companies should respond very fast to feedback and improve things fast
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A $1,299, 100-gram pair of slip-on glasses seems far more enticing than a $3,699, 700-gram headset strapped to the face.
Holds
A baby-step version of eval-driven design is to sketch out 10 to 20 hero flows and run the feature or interaction through them to see where it falls apart.
Holds
A blank chat box is lazy: it violates the first rule of a good user experience, that it is obvious what you can do.
Holds
“Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now.
Holds
A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero.
Holds
A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use.
Holds