Snap CEO wants workers to have ‘awkward’ conversations.

The Snap co-founder said the company operates with leaner teams, has to make “harder trade-offs” and “prioritize very rigorously” to get the most profit.

“And I think encouraging people to have those prioritization conversations and really work well together is really important,” Spiegel said.

This isn’t the first time Snap’s CEO has talked about this concept.

In an open letter to employees earlier this month, Spiegel also cited Susan Scott’s “Fierce Conversations,” which discusses how to raise tough issues. Scott, founder of Fierce, Inc., a training company whose clients include Yahoo and Coca-Cola, wrote that “the conversation is the relationship,” a belief Spiegel guides his team with.

“Scott believes that burnout is the result of trying to solve the same problem over and over again and provides multiple tools,” he said in the memo to employees.

Spiegel referred to Scott’s framework for presenting problems, which breaks down steps like introducing the problem and why it’s significant, describing the ideal outcome, explaining what you’ve done so far to solve it and what help you want from the team.

Other Big Tech companies have also put their own spin on feedback culture.

Amazon, for example, just announced Monday that it’s rolling out a new “red tape mailbox” where employees can report what CEO Andy Jassy described as “unnecessary and excessive process or rules.”

Amazon’s CEO said redundant red tape “should be revoked and extinguished” and added that he would read the emails sent and “act on them accordingly”.

Netflix has long urged staff to practice “extraordinary candor”—a willingness to give and receive constructive feedback up and down the corporate ladder, even if it means admitting mistakes.

“It takes courage and vulnerability to ask someone how you could do better or to look for alternative options and integrity just to say things about a colleague that you are willing to share directly,” the company wrote in a note.

The streaming giant acknowledged that honest criticism can be difficult to deliver — especially to more senior colleagues — but wrote that such honesty helps both employees and the company “improve faster.”