> [2] Getting peers to provide actionable feedback is a real challenge. I sympathize, as I recall going four rounds trying to deliver useful peer feedback to a

> [2] Getting peers to provide actionable feedback is a real challenge. I sympathize, as I recall going four rounds trying to deliver useful peer feedback to a very patient manager. I think the block for me was that SBIA is oriented towards an immediate business case, but my thinking was oriented towards improving their performance. Neither perspective is wrong, though obviously the business case was needed to promote. It highlights a problem with the doctrine behind feedback / performance reviews that views them as discrete units rather than a holistic approach. I think we really want one continuum of recruiting / professional development / promotion / transition. The day you're interviewed, the company should be asking, "what direction do you want to go in?" and those answers should be the first entry in your file.