sorry, but when you reach certain levels of influence, you need to slow down, be more methodical, and not be so flippant

Nothing more annoying than a manager with a personal know-it-all framework requiring people to follow it or else they get "feedback".

I can't say I agree with forcing your team to use your own personal "framework" of approaching a problem or else you'll get "feedback".

> Sometimes I will give feedback to people when they are missing steps in the framework, or are poorly executing some of the steps. I expect the same feedback in return.

I also don't like that urgency is built in as the standard process either, no wonder everyone is burnt out.

> 6. Act with urgency to achieve the goal

This seems strongly aligned with the Amazon doc-writing and decision making process. I found it to be unusually effective as a business process, and took it with me when I left to my current role.

Making thoroughly informed decisions and iterating on a decision doc before committing to a direction and plan is better than every alternative I’ve ever observed in my career.

The criticism I’ve read thus far on this thread seems unwarranted. I give the same kind of feedback to my mentees when their work product or process could use improvement.

i am pretty sure it would just be "wrong," not "meta-wrong," and given the title, i am giving myself the point.

7. Reflect on that goal?

I, I, I, I, I, I, I, Me me me me me me

This is what happens when you let things get to your head. You work on a (highly inefficient, often broken) piece of extremely basic software by prompting a slot machine and hoping it works. Calm down and stop forcing your shitty framework on employees, you're the most replaceable cog of all.

Unlike me, 56 and yet to be wrong once.

Steps 1–5 of his framework are increasingly formal ways of saying “figure out what’s going on before doing something,” followed by step 6: “then do it fast”