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← Feedback should be a daily practice rather than a twice-yearly review,…
17 connected korrents · 18 moments from 12 Jun 2008 to 29 Sept 2026.
Everything filed under management
management
Everything filed under product management
product management
Everything filed under reinforcement learning
reinforcement learning
Everything filed under hiring
hiring
Everything filed under AI and jobs
AI and jobs
Everything filed under design
design 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 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. 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: You cannot get real feedback on a new consumer product before shipping the whole thing; feedback starts when somebody spends their own money on it. — tap to centre the map on it You cannot get real feedback on a new consumer product before shipping the whole thing; feedback starts when somebody spends their own money on it. Last stated 5 months ago
7 Jun 2026
TF
Tony Fadell — holds since 2026-06-07 — tap for who they are
Same subject: A recurring AI workflow improves more through ongoing user feedback than by being fully specified upfront. — tap to centre the map on it A recurring AI workflow improves more through ongoing user feedback than by being fully specified upfront. Last stated 5 months ago
18 May 2026
JL
Jason Liu — holds since 2026-05-18 — tap for who they are
Same subject: No person learns the way RL does: a human reviews which parts of an attempt were good instead of rewarding every step of a lucky one. — tap to centre the map on it No person learns the way RL does: a human reviews which parts of an attempt were good instead of rewarding every step of a lucky one. Last stated a year ago
17 Oct 2025
AK
Andrej Karpathy — holds since 2025-10-17 — 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: 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: Customer feedback that reads well on the surface can wreck a product once applied; it is very hard to say no to a good idea for the product's long-term good. — tap to centre the map on it Customer feedback that reads well on the surface can wreck a product once applied; it is very hard to say no to a good idea for the product's long-term good. Last stated 2 years ago
21 Feb 2025
TC
Thiago Costa — holds since 2025-02-21 — tap for who they are
Same subject: Agents that use and grade a product are probably ending the days of needing people to obsessively test every part of it. — tap to centre the map on it Agents that use and grade a product are probably ending the days of needing people to obsessively test every part of it. Last stated a month ago
10 Sept 2026
RS
Robby Stein — holds since 2026-09-10 — tap for who they are
Same subject: After a defeat people want encouragement, not a list of their mistakes — so a learning product should lead with what the user did well. — tap to centre the map on it After a defeat people want encouragement, not a list of their mistakes — so a learning product should lead with what the user did well. Last stated a year ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. — tap to centre the map on it "Hire great people and get out of their way" is dangerous advice for anyone in a leadership role. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. — tap to centre the map on it A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is. Last stated 15 years ago
28 Oct 2011
PM
Patrick McKenzie — holds since 2011-10-28 — tap for who they are
Same subject: A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. — tap to centre the map on it A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills. Last stated a year ago
28 May 2025
CF
Camille Fournier — holds since 2025-05-28 — tap for who they are
Same subject: AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. — tap to centre the map on it AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish. Last stated 2 years ago
25 Mar 2025
JZ
Julie Zhuo — holds since 2025-03-25 — tap for who they are
Same subject: AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. — tap to centre the map on it AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people. Last stated 4 weeks ago
27 Sept 2026
MG
Molly Graham — holds since 2026-09-27 — tap for who they are
Same subject: An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. — tap to centre the map on it An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
Same subject: A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. — tap to centre the map on it A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off. Last stated 3 weeks ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: An obsession with titles is what will screw people over. — tap to centre the map on it An obsession with titles is what will screw people over. Last stated 6 months ago
14 Apr 2026
BL
Brian Lovin — holds since 2026-04-14 — tap for who they are
Same subject: Better organizations recruit more effectively, because most people want to work for a high-quality organization — tap to centre the map on it Better organizations recruit more effectively, because most people want to work for a high-quality organization Last stated 18 years ago
12 Jun 2008
MB
Max Bazerman — holds since 2008-06-12 — tap for who they are
At the centre
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 Read this korrent →
You cannot get real feedback on a new consumer product before shipping the whole thing; feedback starts when somebody spends their own money on it.
Holds
A recurring AI workflow improves more through ongoing user feedback than by being fully specified upfront.
Holds
No person learns the way RL does: a human reviews which parts of an attempt were good instead of rewarding every step of a lucky one.
Holds
Speed and efficiency alone do not make work better is not relevant, but problems with core competency can't be fixed with feedback
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
Customer feedback that reads well on the surface can wreck a product once applied; it is very hard to say no to a good idea for the product's long-term good.
Holds
Agents that use and grade a product are probably ending the days of needing people to obsessively test every part of it.
Holds
After a defeat people want encouragement, not a list of their mistakes — so a learning product should lead with what the user did well.
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
A career goes better attached to the part of a business that brings the money in than to a cost centre, whatever the work itself is.
Holds
A career ladder must not be a checklist that guarantees promotion, because a promotion depends on the organisation’s needs as much as on the employee’s skills.
Holds
AI favours tiny teams of high-agency individual contributors with blurred roles, and the coordinating manager is not needed until it is time to polish.
Holds
AI-branded layoffs are not about AI; they are about badly run companies putting an AI label on having hired too many people.
Holds
An engineering manager should support six to eight engineers: fewer and they drift into being a tech lead, more and they can only be a coach.
Holds
A portfolio that could be one-shotted, or that looks very familiar next to someone else's, is going to put hiring managers off.
Holds
An obsession with titles is what will screw people over.
Holds
Better organizations recruit more effectively, because most people want to work for a high-quality organization
Holds