Ask people all the time for feedback. Make your asks specific, and your tone curious so it's safe for the other person to tell something critical. People know when you're just fishing for compliments. Examples (thread)
After a presentation you gave: "How well did you think my points landed? What would have made them clearer?"
After an analysis you completed: "How impactful was this to your team? What would have made it more useful?"
After a project with another colleague: "If we were to do this project over again, what would we do differently and what would we do absolutely the same?"
You can also ask in an open-ended manner via an e-mail--"I'm looking to improve and be a better colleague. Help me understand my strengths and areas of growth. What do you think I do really well? What could I change to have more impact?”
For a general fool-proof template: "How could this have gone twice as well?"
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1) Moving metrics is not the point; actually solving problems is 2) Let's not just throw spaghetti at the wall to see what sticks 3) Why don't we innovate instead of copying? 4) Don't you care about quality?
...and how PMs can respond 👇
"Moving metrics is not the point" -> said when the designer feels (or fears) something tests well against goal metrics but is actually a bad user experience.
Root causes:
a) goal metrics don't capture what's bad
b) for most people it's fine, but for some folks it's bad
2/14
Don't argue about whether moving metrics is the point; instead, focus on user concerns.:
1) What's the bad user experience you are worried about? 2) Which/how many people are you concerned it will affect? 3) What evidence would convince you the problem is or isn't bad?
"That's not the priority right now"
"We don't have the eng resources for that"
"This design is not going to work"
"The data shows that metrics dropped with this design change"
Here's how you can respond 👇 (1/10)
"That's not the priority right now" or "We don't have the eng resources for that" => usually a response to a proposal that:
1) doesn't directly tackle the team's specified problem (though may tackle a real, different problem)
OR
2) addresses the problem but is too ambitious
The key to debating whether a project is off-topic or not is to focus the convo on priority:
1) "Here's why solving this is more important than doing X..." 2) "Solving this is actually a dependency for X..." 3) "Solving this accelerates our future plans..."
1) studying the problem 2) proposing solutions 3) implementing solutions 4) experiencing the impact of their solutions 5) owning that impact 6) learning from and iterating on solutions
Armchair Influencers stop at 1 or 2.
The difference between true experts and secret masters is that the former is influential and recognized by others.
Secret masters have the same substantive knowledge, but don't have the desire or ability to influence.
Students,
To traverse left to right (increase your true knowledge): 1) be curious 2) take many swings at actually solving problems 3) reflect to soak up your learnings