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
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