Author here. This isn’t the one true framework, but it is the one I use. The goal of this post was to communicate to the team the way I think. There are many ways to think and there isn’t one that is more correct than others.
The word “feedback” might be overloaded here also — if you haven’t worked in a culture where feedback is an honest, no-blame part of the culture, then I can see how the idea of giving feedback can feel like a disingenuous corp-speak way to make a person fall in line or have their career impacted. There’s also an inherent power dynamic in giving feedback. However, if the work culture celebrates feedback as an honest way to have more direct conversations, and makes coworkers feel psychologically safe talking to one another directly in this way, it is something that makes culture better for everyone and gives better results in the end. I have given feedback to many people, and I have received it in turn many times.
Thanks for sharing and engaging with the comments.
> Also, I am an IC, not a manager.
I think this understates the power dynamics involved. At your level, being an IC doesn’t mean you aren’t in a leadership position, and feedback from you can still carry substantial weight.
Psychological safety is a worthy aim, but it cannot be assumed, nor will everyone experience it equally. I’d be wary of relying on it too heavily here.
glimshe · · focus · HN ↗
bcherny · · focus · HN ↗
The word “feedback” might be overloaded here also — if you haven’t worked in a culture where feedback is an honest, no-blame part of the culture, then I can see how the idea of giving feedback can feel like a disingenuous corp-speak way to make a person fall in line or have their career impacted. There’s also an inherent power dynamic in giving feedback. However, if the work culture celebrates feedback as an honest way to have more direct conversations, and makes coworkers feel psychologically safe talking to one another directly in this way, it is something that makes culture better for everyone and gives better results in the end. I have given feedback to many people, and I have received it in turn many times.
Also, I am an IC, not a manager.
xfz · · focus · HN ↗
> Also, I am an IC, not a manager.
I think this understates the power dynamics involved. At your level, being an IC doesn’t mean you aren’t in a leadership position, and feedback from you can still carry substantial weight.
Psychological safety is a worthy aim, but it cannot be assumed, nor will everyone experience it equally. I’d be wary of relying on it too heavily here.