Comment by Aurornis

> The only downside is that this cannot be done 1:1 with each person.

That level of feedback can be done with individual managers and their reports, with occasional skip-level check ins.

I don’t actually thinking open door policies where, for example, the CEO of a large corporation is open to scheduling time with anyone who wants it could work for very long in an organization with 1000 people. I worked closely with the CEO of a company of that size that was growing. The number of ICs who attempted to send him emails and unsolicited reports trying to curry favor, get him to take their side in office politics, take credit for things, or even get their mangers in trouble was surprising to me. He made the mistake of publicly thanking a few people for bringing things to attention, which opened the floodgates for people seeing direct messages to the CEO as the highest leverage thing they could do in the office.

The direct feedback skipping too many levels just doesn’t work because the person receiving feedback doesn’t have the context necessary to interpret it. The reporters know this and will start twisting facts and details to fit the narrative they want to deliver.