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← Feedback should happen openly, in real time and regularly, rather than through anonymous 360 reviews.
17 connected korrents · 18 moments from 12 Jun 2008 to 27 Oct 2026.
Everything filed under management
management
Everything filed under design
design
Everything filed under product management
product management
Everything filed under patience
patience
Everything filed under software quality
software quality
Everything filed under creativity
creativity 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 happen openly, in real time and regularly, rather than through anonymous 360 reviews. Feedback should happen openly, in real time and regularly, rather than through anonymous 360 reviews. Last stated 6 years ago
28 Jul 2020
MM
Matt Mochary — holds since 2020-07-28 — 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: 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 a week ago
27 Oct 2026
PL
Pieter Levels — holds since 2026-10-27 — 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: Facebook could ship safely without much unit testing because it had many independent layers of feedback, each one catching what the earlier layers missed. — tap to centre the map on it Facebook could ship safely without much unit testing because it had many independent layers of feedback, each one catching what the earlier layers missed. Last stated 4 months ago
1 Jul 2026
KB
Kent Beck — holds since 2026-07-01 — tap for who they are
Same subject: Not seeking honest feedback from the people who know you is the largest and least-taken opportunity for self-improvement, and it usually has to be anonymous to be honest. — tap to centre the map on it Not seeking honest feedback from the people who know you is the largest and least-taken opportunity for self-improvement, and it usually has to be anonymous to be honest. Last stated 3 years ago
10 Jan 2024
CH
Cate Hall — holds since 2024-01-10 — tap for who they are
Same subject: An unedited product demo, mistakes left in, connects with people the way a real person showing a real product does. — tap to centre the map on it An unedited product demo, mistakes left in, connects with people the way a real person showing a real product does. Last stated 9 months ago
15 Feb 2026
JF
Jason Fried — holds since 2026-02-15 — 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 6 months ago
18 May 2026
JL
Jason Liu — holds since 2026-05-18 — tap for who they are
Same subject: Doing creative work in public, where failures are visible, produces faster useful feedback. — tap to centre the map on it Doing creative work in public, where failures are visible, produces faster useful feedback. Last stated 5 months ago
19 Jun 2026
BF
Brad Feld — holds since 2026-06-19 — tap for who they are
Same subject: "Corporate communications" is now an oxymoron, since nothing meaningful can be communicated by a faceless committee. — tap to centre the map on it "Corporate communications" is now an oxymoron, since nothing meaningful can be communicated by a faceless committee. Last stated 3 years ago
19 Mar 2024
LM
Lulu Cheng Meservey — holds since 2024-03-19 — 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: "Hire smart people and get out of their way" is bad management advice; leaders should stay closely involved, building trust and working through hard problems with their people to create alignment. — tap to centre the map on it "Hire smart people and get out of their way" is bad management advice; leaders should stay closely involved, building trust and working through hard problems with their people to create alignment. Last stated 4 weeks ago
9 Oct 2026
CR
Carl Rivera — holds since 2026-10-09 — 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 a month 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 a month 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 7 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 happen openly, in real time and regularly, rather than through anonymous 360 reviews.
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
Companies should respond very fast to feedback and improve things fast
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
Facebook could ship safely without much unit testing because it had many independent layers of feedback, each one catching what the earlier layers missed.
Holds
Not seeking honest feedback from the people who know you is the largest and least-taken opportunity for self-improvement, and it usually has to be anonymous to be honest.
Holds
An unedited product demo, mistakes left in, connects with people the way a real person showing a real product does.
Holds
A recurring AI workflow improves more through ongoing user feedback than by being fully specified upfront.
Holds
Doing creative work in public, where failures are visible, produces faster useful feedback.
Holds
"Corporate communications" is now an oxymoron, since nothing meaningful can be communicated by a faceless committee.
Holds
"Hire great people and get out of their way" is dangerous advice for anyone in a leadership role.
Holds
"Hire smart people and get out of their way" is bad management advice; leaders should stay closely involved, building trust and working through hard problems with their people to create alignment.
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