Anneka Gupta: evaluation

Transcript context

…So the advice is feel it, don't block it off and be like, "No, no, no, no, no, this isn't real." So fully let your body go through the roller coaster of feeling the negative feedback. Sometimes the feedback is just like, "No, this isn't actually a thing." Do you have any just heuristic of like I should actually pay attention to this deeply or just like let me wait for more data points? Yeah, I think in product you receive feedback all the time for your organization or for yourself, and you can't make everyone happy. Everyone wants a different thing from product. So I think this comes up quite often where there's a lot of feedback for the organization or for you as a leader and you have to decide what to focus on and what not to focus on. I always try to anchor on, "Well, what is best for the company and what does the company need for me and for my team at this point in time?" There's stuff that is a must-have on that list, and there's stuff that's nice to have. Sometimes there's just too many must-haves to go deal with the nice-to-haves and you have to just be like, well, I know this is a problem, or I know we could be 10% better in this, but it actually doesn't matter as much as fixing these things that are really, really important and are really what's going to help my organization deliver what it needs to for the company and for the business overall. In terms of receiving hard feedback, so you shared one example or I shared an example where someone said you weren't strategic enough. Is there another example of receiving hard feedback that you got that you're like, "Ugh, that sucks"? Either earlier in your career or more recently, anything else come to mind?…

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