A feedback book.

Today I want to practice sharing my ideas with the team and, above all, asking relevant questions so I go deeper on how the operation actually works from the inside. My goal will be to keep communication fluid and assertive at every moment, asking as many questions as I can and advocating for effective, efficient long-term solutions using systems thinking. To do this I have to be fully present and use curiosity both to ask and to propose, and to get to know the team in depth. I have to set aside the ego and the belief that the world revolves around me. Delays in my social adaptation are real and need to be accounted for; they are vital for communication and synergy with my colleagues. The belief that telling my plans makes them fail is superstition. Personally, the ideal is still to work in silence, but in professional environments I flex that habit: I communicate what I am doing as much as possible, document tasks and notes, ask a lot, and request feedback from my superiors. This only creates positive inertia in the long run, and stimulates the kind of positive randomness that brings things I could not have imagined on my own. Focus on now, on the environment, on what I can control. Continuous learning, where error is welcome, feedback is indispensable, iteration is constant, and improvement is infinite.