“There are around 2,000 billionaires in the world. And by definition, they’re some of the best at time management. They’re bombarded with thousands of emails. They have a thousand things they could do: meet with an employee, schedule a meeting, find a new marketing strategy, work on a product design, etc. How do they choose what’s most important and still effectively build their wealth to $10,000 per day or more?” 

“Growing teams need managers, and who better to manage a team than someone who is already part of one? While that may be true, picking the right person to become a team manager can be a lot harder than it looks.” 

Business publications are filled with articles about feedback: how important it is for leaders, how leaders can both give and receive it, what happens when leaders don’t get it, and even what to do if someone is not open to feedback they have been given. The focus tends to be on the transfer of data.

What is less explored is how leaders should respond once they receive that data. Through our work coaching thousands of leaders across industries, my colleagues and I have found that, even when leaders make an effort to collect robust feedback, they only access about 25% of its potential value.

“At companies building world-class products, product-minded engineers take teams to a new level of impact.” 

“Truly, there is no one way to contribute to an open source project, and to be involved often means more than code slinging. In this article, though, we’re going to focus on the nitty-gritty of contributing a pull request (PR) to someone else’s project on GitHub.”