Daily Reflection

What I Learned About Your Decision-Making

You solve subjective evaluation disputes by making the criteria objective — the performance review redesign converts ambiguous traits into observable behaviors, removing the argument about what 'dedicated' means. You explore organizational optionality without forcing commitment — Max-as-Product-lead is surfaced and examined without requiring an immediate decision, respecting his stated preferences while keeping the door open. You distinguish between goal quality and execution quality when evaluating people — Brady's goals are reasonable but his PRD execution is not improving, and the lack of learning after repeated feedback is the decisive signal. You advocate for your team's work to the CEO as a deliberate act of organizational protection — elevating Ian's individual contribution to Greg's attention creates executive air cover for team autonomy.