Master the Art of Receiving Quality Feedback (from an ex-Meta Staff Researcher)

In this time of uncertainty in the workplace and job market, what’s one skill you can develop that would **yield disproportionate rewards**?

It’s hard to pinpoint *the one* skill, but I believe the **ability to ask for, receive, and iterate on feedback** is incredibly important. Adaptability is what helps us not just survive, but thrive—and adaptability begins with how well we take in and work with feedback.

When you learn to process feedback effectively, **you develop a kind of likability and professional superpower** that organizations and leaders find hard to ignore.

We hear feedback all the time, so what exactly are we trying to get better at? Most of the feedback we receive is vague and hard to act on. Think about examples like “improve your communication” or “increase your coding speed”—where do you even start? The **key is in asking for feedback** proactively, clarifying and chunking it down into something actionable, working on it, and then circling back to check if you’ve understood and implemented it well.

In this talk, we’ll learn how to do exactly that—a process I call “**exhausting the feedback process**,” a phrase I often use in my coaching practice. We’ll also explore how to handle feedback that’s just plain off the mark (spoiler: it’s rarely useful to say that outright to the person giving it).

Yogi on LinkedIn: <https://www.linkedin.com/in/yogi1/>

Putting It All In Perspective

This bonus session wraps up the *Essence of Management* course by reflecting on the symbolism behind the **Management Deltas** logo and what it teaches us about effective leadership. The logo—featuring a lowercase delta—serves as a metaphor for the kind of impact we aim to create as managers.

- **We focus on small changes**—daily and weekly deltas—that compound over time into meaningful, lasting transformation for our team, our impact, and our careers.
- **We recognize the multidimensional nature of management**, much like the mathematical partial derivative (∂), where influence happens across many axes—people, processes, priorities, and culture.
- **We look for deltas in every direction**, and one of our responsibilities is to map these dimensions so we can lead more intentionally and with greater clarity.
- **We embrace the idea that leadership is not one-size-fits-all**—it's a creative, ongoing practice of identifying leverage points and applying thoughtful, sustainable change.

This session reminds us that our job isn’t to be perfect—it’s to continuously look for small, deliberate ways to move our teams and organizations forward.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Taking Things Further

In Part 4 of the course, we focus on how to **embed "thinking in deltas" as a daily leadership habit**. This final module emphasizes how to continuously spot and create positive, sustainable change as a manager—not just react to problems.

- **We build the habit by journaling our daily deltas**, capturing the tangible changes we influence, however small.
- **We use the journal to reframe how we think**, making it easier over time to spot opportunities for impact in individuals, teams, and systems.
- **We improve our mental well-being as managers** by recognizing our contributions and wins in a role where feedback loops are long and ambiguous.
- **We measure our success not just by outputs, but by meaningful changes we've catalyzed**—deltas we can point to as outcomes of our leadership.

Creating a daily "delta journal" isn’t just about reflection—it’s how we grow our impact and resilience as leaders.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Gilad’s Take: Burnt Out and Behind

In Part 3 of the course, we explored how to apply the core lesson from Part 2—creating positive and sustainable change in organizational performance—through four practical exercises. Each scenario challenged us to identify the **"deltas"** we can introduce as managers to increase impact at the individual, team, or systems level.

- **We learned to recognize that not all growth is credited to us**, and we must focus on the growth that happens *because* of our involvement—not despite it.
- **We explored supporting high performers** by making their growth more efficient (faster) and effective (more aligned with goals), rather than just letting it happen passively.
- **We tackled underperformance** by identifying root causes, offering tailored support, and protecting teammates from negative ripple effects.
- **We addressed silent group dynamics** by recognizing the power of culture and investing in small, consistent changes to build psychological safety and lasting team habits.
- **We emphasized ruthless prioritization** as a powerful delta: helping teams focus on what truly matters, not just work harder—transforming effort into sustainable outcomes.

Now, we’re ready to take this impact to the next level in Part 4.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Burnt Out and Behind

In this final exercise, we confront a situation where a team is putting in extra hours but still failing to meet deadlines. This signals systemic issues that go beyond individual effort—and calls for thoughtful intervention.

- We recognize that **unsustainable effort without results is a red flag**—it shows that working harder isn't the solution.
- We can introduce deltas by **investigating root causes**: Are goals unrealistic? Are priorities misaligned? Is there a process breakdown?
- It’s our responsibility to **shift focus from intensity to effectiveness**—fixing the system so performance improves without burnout.
- We look at **team norms, project planning habits, and cross-functional dependencies** to identify leverage points for change.
- Our role is to help the team **recover sustainably**, improving delivery while preserving morale and long-term capacity.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Gilad’s Take: System Design Meeting Non-Participation

In this reflection on team participation during design reviews, we explored how group dynamics can have a powerful influence beyond the individuals themselves. The challenge highlights the importance of managing team culture and fostering an environment where all voices are heard.

- We acknowledge that **group behaviors can persist even as individual team members change**—a reminder that team culture is distinct and durable.
- Our role is to **introduce small, consistent deltas** that collectively improve psychological safety and encourage open participation.
- We focus on **building psychological safety** by recognizing barriers to contribution and intentionally working to lower them.
- Though these efforts may seem small or slow, **they compound into deep, sustainable cultural change** that supports long-term performance.
- Strong team cultures—like ones where everyone contributes—require persistent effort, but the payoff is a **resilient and high-performing team**.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

System Design Meeting Non-Participation

In this exercise, we examine a common team dynamic issue: several team members remain silent during design review meetings. This scenario challenges us to improve team engagement and collaboration—core to a manager’s ability to create sustainable performance change.

- We can **create psychological safety** so team members feel comfortable speaking up. This might involve setting new norms, encouraging questions, or addressing interpersonal dynamics that suppress contribution.
- We may need to **facilitate structured participation**, such as assigning roles, using round-robin feedback formats, or pre-assigning topics so everyone has time to prepare and contribute.
- We should **investigate root causes**—whether it's confidence, lack of clarity, or a dominant voice in the room—and address them through coaching or team norms.
- This is a chance to **foster inclusion and amplify diverse perspectives**, making the team more effective and innovative in its design process.
- By creating a culture of engagement, we **raise the overall output quality** and ownership across the team—an impactful and sustainable delta.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Gilad’s Take: Missed Estimates

In this exercise, we explore how to manage an individual contributor who is consistently underperforming—missing estimates or failing in execution. This presents a valuable opportunity for us to create both individual and team-wide impact.

- We help the individual grow by **improving their estimation and execution skills**—through coaching, targeted training, mentorship, and root cause analysis.
- We aim to **understand the specific failure points** by collecting data and maintaining an open yet high-bar conversation with the individual.
- We don't just focus on the individual; we **expand our lens to the team**, recognizing that underperformance affects teammates who rely on timely outputs.
- To support the broader organization, we look for ways to **minimize the blast radius**, reducing the negative impact on the surrounding team while working toward resolution.
- This is about **maximizing delta**: helping one person improve while also protecting and enabling the rest of the group to thrive.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Missed Estimates

In this segment, we’re challenged with a new scenario: an individual contributor consistently misses their own estimates. This is our opportunity to apply the essence of management—creating positive, sustainable change in organizational performance.

- We frame the issue not just as a problem to fix, but as an opportunity to **create a delta** in this person’s effectiveness and the team’s overall reliability.
- Our goal is to **understand the root cause**—is it due to optimism bias, poor time management, lack of clarity, or systemic issues in the planning process?
- We can introduce **structured changes**: better estimation techniques, mentoring, regular retrospectives, or adjusting sprint planning to account for variability.
- We aim for improvements that are **sustainable**—equipping the individual with tools or frameworks they can continue to use independently.
- As always, our success isn’t in reacting to the problem but in **proactively shaping a better outcome** that would not have happened without our involvement.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Gilad’s Take: Motivated IC Auto-Didact

In this video, we deepen our understanding of the manager's role by applying it to a scenario with a high-performing, self-motivated team member. The key takeaway is that our value as managers lies not in the growth that would happen without us, but in the change we actively create.

- We remind ourselves that our **job is to create a delta**—a positive, sustainable improvement that wouldn’t have happened otherwise.
- We can influence growth in **two major ways**: by increasing its **efficiency** (helping the individual grow faster) and its **effectiveness** (guiding them toward more impactful areas of development).
- Efficiency may involve assigning growth-aligned projects, introducing mentors, or curating resources that accelerate learning.
- Effectiveness may require **redirecting energy** toward skills with greater business impact, such as shifting from technical specialization to leadership development.
- Ultimately, we commit to **seeking out and enabling the deltas**—changes we directly cause—because that's where our impact as managers truly lies.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Motivated IC Auto-Didact

In this segment of the course, we begin translating theory into practice by applying the essence of management—creating positive and sustainable change—to real-life situations. We're guided through four exercises that challenge us to think creatively and proactively like effective managers.

- We approach each scenario by recalling that our role as managers is to **generate positive, lasting improvement** in our organization’s performance.
- We recognize that the scenarios are vague on purpose, so we must **draw from our own experiences** to interpret and respond thoughtfully.
- In the first exercise, we examine how to support a **highly motivated, self-learning individual contributor**, and consider what impact we can create to further enable their growth and contribution.
- We are encouraged to identify the **Delta**—the change we can influence or initiate—and write down our strategy for each case, reinforcing our understanding through reflection and application.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Gilad’s Take On Management

In this video, we explore the core responsibility of managers and define what great management truly entails. The speaker provides a clear, actionable definition of management and unpacks each part of it to guide us toward becoming more impactful leaders.

- We learn that **the essence of management is to create a positive and sustainable change in the organization’s performance**, a definition we are encouraged to internalize and apply.
- We embrace the idea that management is a **creative, proactive discipline**, not just a reactive one—our actions should be intentional and forward-looking.
- We are reminded that our impact must be **positive** and **lasting**, focusing on growing people and systems that perform well even in our absence.
- We are taught to focus on **creating deltas**, meaning our value lies in the improvement we drive, not in maintaining the status quo.
- We expand our view beyond just our teams, recognizing that **great managers influence the broader organization**, constantly looking for opportunities to elevate overall performance.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

What Do Managers Do?

Part Two of the *Essence of Management* course invites us to deeply reflect on the core question: **What do managers actually do?**

- We are encouraged to pause and **write a one-line summary** of the manager’s role—not our personal job, but the purpose of the managerial function itself.
- This section emphasizes **active engagement**, urging us to think, reflect, and put ideas into our own words rather than passively consuming content.
- The reflection exercise sets the foundation for the next module, where we’ll compare our answers to a more structured definition of management.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

The Five Pillars of Business

In this first module, we explore the essence of individual contributor roles through the lens of core business functions. This sets the stage for understanding how management fits into the bigger picture.

- We break down IC roles across the **five pillars of business** (from Josh Kaufman): value creation, marketing, sales, value delivery, and finance—clarifying how each function contributes.
- The **essence of software engineering** is to create value by building software that solves problems for customers.
- Marketing professionals focus on **raising awareness** of that value, while salespeople focus on **exchanging value**, usually closing deals.
- Roles in value delivery, like customer support or DevOps, ensure that users receive and benefit from the value created.
- Finance professionals ensure **business sustainability**, tracking what’s working financially and what isn’t.
- This clarity of purpose—knowing what success looks like—is often **missing in management**, which leads us to part two: defining the true essence of a manager’s role.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Course Introduction

In this opening session, Gilad Noor introduces the Essence of Management course, outlining what we’ll learn, how it’s structured, and what to expect. The focus is on practical, actionable lessons that help us become better managers.

- We’ll explore one core management lesson across **four modules**, combining theory with hands-on exercises to build real-world skills.
- The course begins with a look at the **individual contributor role** to set the foundation, then shifts to the core question: *What is a manager’s job—really?*
- Later modules help us **practice and apply** what we learn, and then explore how to take our management capabilities even further.
- Gilad brings his experience as an engineering manager at Meta, Amazon, and a clean tech startup, along with his work coaching over 100 managers.
- The course is designed to be **accessible, practical, and growth-oriented**, helping us avoid common mistakes and accelerate our impact as managers.

If you want to learn more from Gilad, he shares free leadership advice daily on [LinkedIn](https://www.linkedin.com/in/giladnaor/?utm_source=taro&utm_medium=course&utm_campaign=cta) and weekly on the[ δeltas newsletter](https://posts.managementdeltas.com/?utm_source=taro&utm_medium=course&utm_campaign=cta)

Final Thoughts

Congratulations on making it to the final lesson of this course! Simply by reaching this point, you have already set yourself apart as a motivated and proactive machine learning candidate.

If you want to learn even more from Yayun:

- Book 1 on 1 career guidance with her here: <https://calendly.com/your-friend-yayun/1on1>
- Follow her on LinkedIn: <https://www.linkedin.com/in/yayunjin/>

Challenge Yourself, Be Authentic

This closing segment reinforces the importance of authenticity and adaptability during the interview process, especially in ML interviews where surprises are common.

- **Be ready for the unexpected**—interview questions may push you outside your comfort zone, but your response and thought process matter more than perfection.
- **Think out loud**—articulate your assumptions, logic, and uncertainties to help interviewers understand how you approach problems.
- **Show your passion**—talk about what genuinely excites you in ML, whether it's recommender systems, data scale, or experimentation.
- **Connect your interests to the company’s mission or team goals**—this helps show alignment and genuine motivation.
- **Remember, interviewers are hiring a person, not just a resume**—let your curiosity and drive come through.

If you want to learn even more from Yayun:

- Book 1 on 1 career guidance with her here: <https://calendly.com/your-friend-yayun/1on1>
- Follow her on LinkedIn: <https://www.linkedin.com/in/yayunjin/>

Leverage Your Allies In The Process

This segment highlights a commonly overlooked advantage in the interview process: *building relationships with your recruiter and hiring manager*. They can be powerful advocates if approached thoughtfully.

- **Leverage your recruiter** by asking proactive questions about the interview structure, topics, and panel. They can offer inside tips that guide your preparation.

- **Treat the recruiter as a partner**, not just a scheduler. Showing curiosity and seriousness can reflect well on you.

- **Engage your hiring manager** with thoughtful questions about the team’s goals, challenges, and how your experience aligns with their work.

- **Recognize their influence**—hiring managers often hold sway in final decisions, even in committee-driven processes.

- **Use every conversation as a chance to stand out**, demonstrating preparation, alignment, and initiative.

If you want to learn even more from Yayun:

- Book 1 on 1 career guidance with her here: <https://calendly.com/your-friend-yayun/1on1>
- Follow her on LinkedIn: <https://www.linkedin.com/in/yayunjin/>

Creating A Customized Study Plan

**In this segment, we’re guided through how to create an effective, targeted prep plan for ML interviews. Preparation should be intentional, role-specific, and company-informed.**

- **Create a tailored study plan** based on your target role. Spend 1–2 weeks on behavioral prep, overlap topics wisely, and prioritize deliberate, focused practice.
- **Do company-specific preparation** by researching their tech stack, ML frameworks, and use cases. Read blogs, papers, and talk to current employees to understand their challenges and how they approach ML.
- **For product-focused ML roles**, focus on business impact, case studies, model selection trade-offs, and deep feature engineering—interviewers value end-to-end thinkers.
- **For infrastructure-focused ML roles**, focus on scalable systems, distributed training, MLOps best practices, feature stores, and real-world reliability scenarios like traffic spikes.
- **For research-oriented ML roles**, go deep into recent papers, experimental design, evaluation strategies, and be ready to explain your own contributions with clarity—even to non-experts.

If you want to learn even more from Yayun:

- Book 1 on 1 career guidance with her here: <https://calendly.com/your-friend-yayun/1on1>
- Follow her on LinkedIn: <https://www.linkedin.com/in/yayunjin/>

Mock Interviews Are Non-Negotiable

To wrap up our preparation strategy, we dive into how to *structure* our prep effectively—because randomly studying “a bit of everything” doesn’t work.

- **Mock interviews are non-negotiable**: They’re the fastest way to sharpen your skills, build confidence, and improve how you communicate under pressure.
- **Avoid practicing in real interviews**: We should use mocks to make mistakes and learn, not high-stakes opportunities.
- **Find partners in your network or online**: Leverage communities or platforms like ADP List to schedule mock sessions with others.
- **Record your mocks**: Watching ourselves afterward reveals blind spots we may not notice in the moment—this step alone can lead to major improvements.

If you want to learn even more from Yayun:

- Book 1 on 1 career guidance with her here: <https://calendly.com/your-friend-yayun/1on1>
- Follow her on LinkedIn: <https://www.linkedin.com/in/yayunjin/>

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