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Writing, research, projects, and photos around “Feedback”.
What we call self-iteration is not endlessly pushing yourself to go faster; it is seeing your goals clearly, observing results, adjusting your actions, and continuously recalibrating amid uncertainty.
Part of the column “Growth & Self-Assessment” · Chapter 3
Communication is a broad topic, but it can be made concrete. Starting with 'clarify first, then give feedback, then commit,' plus a complete list of questions for workplace communication.
Part of the column “One-on-One Conversations” · Chapter 9
The worst thing for a capability model is to be treated as fog. Break 'where am I now, where are the gaps, where do I go next' into questions you can measure yourself, rather than relying on others to label you.
Part of the column “One-on-One Conversations” · Chapter 8
The worst thing about growth talk is when it stays vague. Break 'I want to grow faster' down into situation, capability, evidence, and the next round of practice, so both manager and report know what to ask.
Part of the column “One-on-One Conversations” · Chapter 4
Self-use isn't about 'spending more time in the product'; it's a feedback system spanning real tasks, valid evidence, and verified fixes.
A mentor's value lies not in planning everything for the new hire, but in jointly building goals, feedback, and a rhythm of gradually stepping back; a workable 90-day plan makes this traceable.
Part of the column “Building Teams” · Chapter 6