AI-assisted annotations
Upward feedback callout and reorganization with Claude Opus 4.6 via Claude Code.
Source: a16z Podcast: From Teaching Leadership to Being a Leader | Andreessen Horowitz
关于向上反馈（Upward Feedback）
Andy讲了一个故事：在一次糟糕的产品评审会上，他因为团队忽略了基本原则而变得很沮丧，开始用咄咄逼人的方式提问。会后，一个比他低两级的director把他拉到一边说：
You’re much better when you teach us or you provide context so that we can make our own decision, than when you tell us what to do or get frustrated with us.
从下属的角度看，这个故事更值得学习
大多数人面对CEO的失态，只会私下跟同事吐槽，然后不了了之。这个director做对了几件事：
- 用"你做X的时候更好"来替代"你做Y很糟糕" — 把批评包装成对对方最好状态的肯定，让对方更容易接受
- 选择私下、一对一的场合，而且是在会议刚结束、情绪还在的时候
- 对事不对人：聚焦在行为（teach vs. tell）而不是性格
这种向上反馈能奏效的前提是：你平时已经建立了足够的信任和credibility。而且即便如此，这仍然是有职业风险的 — 很多管理者会defensively反应，而不是像Andy一样反思。 敢于给上级真诚的反馈，是一种稀缺且高价值的能力。
关于判断力
the CEO is seldom the smartest person in the room, but she usually has the best judgment. And so really think about how can you develop your judgment. Judgment is really decision-making under uncertainty. And it’s pattern matching. And so you want to keep growing that pattern matching database and be really, really conscious about it.