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Without feedback, there can be only a limited sense of achievement and opportunity to improve performance.

…employees [need feedback], not just form the ‘numbers,’ but from a manager capable of interpreting the numbers and conveying their meaning.

…feedback needs to proceed from a manager’s intentions to help and guide his employees. The goal should be learning, not venting, shaming, or lambasting.

Only under duress will employees pay attention to feedback from managers who know little or nothing about the workers’ jobs.

An explicit vision and values statement is beneficial only if the company takes it seriously… bringing the messages conveyed by performance feedback and recognition into line with that statement.

…delay prevents many startups from getting the feedback they need.

Companies that cannot bring themselves to pivot to a new direction on the basis of feedback from the marketplace can get stuck in the land of the living dead…

…by reducing batch size, we can get through the Build-Measure-Learn feedback loop more quickly than our competitors.

Handoffs and approvals slow down the Build-Measure-Learn feedback loop and inhibit both learning and accountability.

…actionable metrics, continuous deployment, and…