EGOの‌価格EGO

MechaGrok is actually @elonmusk alter-ego

Personally can’t stand the immature “i told you so” attitude of many bitcoiners or the incessant bragging from Saylor(the self-aggrandizing is infantile behavior of a sick ego), other early bitcoiners, ceo´s of bitcoin treasury companies, or for example Bukele (a president should

I have some thoughts about the @KintoXYZ exploit but will hold for the moment, except to say it didn’t have to happen & ego kills. What I can say is that I still have complete confidence in the team(I know well), the mission, & the platform to deliver long term. When the situation is stabilized, I’ll be adding to my position in $K. cc: @ramonrecuero, @VictorSanchez, @0xadagio Not financial advice! Do your own research.

RT @superrarejosh: GM. Kill your ego today and then do it again tomorrow.

i’ve given and received feedback in every direction; to execs, direct reports, peers, and especially candidates at one point, i even had a rule: any candidate who made it to final stage interviews had the option to receive feedback; good, bad, or in-between. it taught me a lot about delivery, tone, and timing. (I stopped doing this and if you’re curious what I learned and why, drop a comment.) feedback is the raw material for growth. but most people never learn how to give it, or receive it well. it takes two to tango for sure. here are a few principles i’ve learned over time: 1. feedback is data, not judgment don’t take it personally. detach your identity from the output. you’re not being attacked. you’re being given signal. how to get better? practice live, and practice alone. you get limited reps giving feedback in real-time but you get unlimited reps doing it in front of the mirror. most of you don’t do this and it’s painfully obvious. drop the ego and train the muscle. 2. clarity over kindness being “nice” and avoiding truth helps no one. feedback should be direct, specific, and grounded in examples. don’t wrap it in fluff. the best way to avoid sounding judgmental is to anchor in specifics and the more recent, the better. frame it to move forward, not just to point fingers. last sentence here is key. 3. timing matters not all feedback needs to be in the moment. but too late and it loses its value. real-time is powerful. use it often, especially when you want behavior to shift fast. how to decide? play it by ear. there’s no one-size-fits-all. a good rule of thumb: give feedback when you’ve cooled off enough to be clear, but not so late that the moment’s lost. (ngl, something i’m still improving every day.) 4. ask, don’t assume great managers ask for feedback regularly. they don’t wait. great employees do the same. the best growth loops come from mutual curiosity. feedback isn’t a checkbox. it’s a culture. and when done right, it’s one of the fastest ways to grow individually and together. 🐍 mamba mused. feedback isn’t about control, it’s about alignment. and the most aligned teams move the fastest.