Feedback

At Level 1, you're starting to understand that feedback is part of your job, not just something that happens in performance reviews. You may be new to giving or receiving feedback in a professional context, and that's okay. This level is about developing openness, curiosity, and basic skills. You may not yet feel confident offering suggestions or critique, but you're learning to listen well, receive feedback without defensiveness, and ask for input when you're unsure.

At Level 2, feedback becomes a regular part of your workflow. You not only receive it gracefully—you also begin offering it, especially in areas like code reviews, technical design, documentation, and collaboration. You're learning how to give specific, constructive input that helps others improve. You see feedback as part of working well with others—not just correction, but contribution.

At Level 3, you are actively shaping the feedback culture on your team. You give high-quality, actionable feedback that strengthens products, processes, and people. You've developed the confidence to deliver difficult messages constructively—and the humility to welcome the same in return. You're often a go-to reviewer for tricky code, design decisions, or communication strategies because people trust your insight and tone.

At Level 4, you scale a healthy feedback culture beyond your immediate team. You mentor others on how to give and receive feedback, and you embed feedback loops into systems, processes, and decision-making. You help normalize feedback in higher-stakes settings—like cross-team collaborations, leadership discussions, or postmortems—and you model how to do it well.

At Level 5, you lead with feedback at an organizational level. You don't just shape culture—you design and sustain systems that support growth, accountability, and trust. You influence how the company thinks about learning, performance, and improvement. Feedback becomes a strategic advantage.