> getting feedback that is very often unwanted Oooh, interesting. I find that feedback that is unwelcome is often the most valuable sort as it gets to the hear

> getting feedback that is very often unwanted Oooh, interesting. I find that feedback that is unwelcome is often the most valuable sort as it gets to the heart of assumptions that need questioning (I think Drucker's point about disagreement is much the same point). Did you mean unwelcome in a different way? > If you have to ask them what they did last week, that's because you're not paying attention. If you have to ask them if they are struggling, that's also an issue, you should know better, this is your job. Oh god, a competent manager. Duck, everyone, the sky must be falling.