Miguel

“He had always tried to give direct feedback to his employees as much as possible when the company was small, in order to consistently reinforce his principles and ensure everyone had a clear idea what was expected of them. But in the new, larger Nvidia, he found that it was difficult to reach all the employees on a consistent basis. Jensen decided to offer Nvidia employees more direct criticism in larger meetings, so that more people could learn from a single mistake. “I do it right there. I give you feedback in front of everybody,” he said. “Feedback is learning. For what reason are you the only person who should learn this? You created the conditions because of some mistake you made or silliness that you brought upon yourself. We should all learn from that opportunity.”
― Tae Kim, The Nvidia Way: Jensen Huang and the Making of a Tech Giant