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← Not seeking honest feedback from the people who know you is the…
17 connected korrents · 16 moments from 28 Oct 2011 to 29 Sept 2026.
Everything filed under hiring
hiring
Everything filed under management
management
Everything filed under product management
product management
Everything filed under team size
team size
Everything filed under curiosity
curiosity 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: 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. 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: Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear — tap to centre the map on it Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear Last stated 11 months ago
21 Nov 2025
BG
Brendan Gregg — holds since 2025-11-21 — tap for who they are
Same subject: Real feedback comes from free markets and nature; feedback from other people is usually fake. — tap to centre the map on it Real feedback comes from free markets and nature; feedback from other people is usually fake. Last stated a year ago
22 Sept 2025
NR
Naval Ravikant — holds since 2025-09-22 — tap for who they are
Same subject: Someone who can't name what they'd do differently is unlikely to be good at improving over time. — tap to centre the map on it Someone who can't name what they'd do differently is unlikely to be good at improving over time. Last stated 3 years ago
25 Feb 2024
BK
Ben Kuhn — holds since 2024-02-25 — tap for who they are
Same subject: Taste is not about consensus or criticism, but the courage to value what genuinely resonates with you. — tap to centre the map on it Taste is not about consensus or criticism, but the courage to value what genuinely resonates with you. Last stated 4 months ago
5 Jul 2026
JL
Jason Liu — holds since 2026-07-05 — tap for who they are
Same subject: Reaching product-market fit requires deliberately not acting on the feedback of many of your early users, at the same time as listening intensely. — tap to centre the map on it Reaching product-market fit requires deliberately not acting on the feedback of many of your early users, at the same time as listening intensely. Last stated 2 years ago
23 Mar 2025
RV
Rahul Vohra — holds since 2025-03-23 — 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: Ignore both the users who love your product and the ones who are indifferent to it; the only feedback that raises product-market fit comes from the somewhat disappointed. — tap to centre the map on it Ignore both the users who love your product and the ones who are indifferent to it; the only feedback that raises product-market fit comes from the somewhat disappointed. Last stated 2 years ago
23 Mar 2025
RV
Rahul Vohra — holds since 2025-03-23 — tap for who they are
Same subject: You have to talk to customers and share your ideas as early and as often as possible, even though you need not take their advice. — tap to centre the map on it You have to talk to customers and share your ideas as early and as often as possible, even though you need not take their advice. Last stated 6 months ago
26 Apr 2026
ES
Evan Spiegel — holds since 2026-04-26 — 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: 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 3 weeks 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 few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. — tap to centre the map on it A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
At the centre
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 Read this korrent →
Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear
Holds
Real feedback comes from free markets and nature; feedback from other people is usually fake.
Holds
Someone who can't name what they'd do differently is unlikely to be good at improving over time.
Holds
Taste is not about consensus or criticism, but the courage to value what genuinely resonates with you.
Holds
Reaching product-market fit requires deliberately not acting on the feedback of many of your early users, at the same time as listening intensely.
Holds
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
Ignore both the users who love your product and the ones who are indifferent to it; the only feedback that raises product-market fit comes from the somewhat disappointed.
Holds
You have to talk to customers and share your ideas as early and as often as possible, even though you need not take their advice.
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
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 few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
Holds