David Meyer
38 statements across 1 episodes · 1 bullish · 8 bearish · 1 people on the record · first statement Nov 1, 2023 by David Meyer · across every show →
On the record as a speaker too: David Meyer's record, appearances and statements → this page counts the times other people say the name.
Everything said about David Meyer, oldest first
Nov 1, 2023
Nov 1, 2023
Nov 1, 2023
Meyer: Leaders Must Get Feedback on Their Feedback to Retain Employees
“When you give people feedback, you need to get their feedback on your feedback. Because, you know, you might not give them any space to talk about the why or, you know, what they're going through. That doesn't mean not to be resolute on the feedback. Like, I n…”
Nov 1, 2023
Nov 1, 2023
Nov 1, 2023 neutral
Nov 1, 2023
Meyer: Active usage is the most ungameable product value metric
“Things like, ah, active users, like daily, weekly, etc., depending on, you know, enterprise or consumer, time is so precious. If people are spending time in your product, there's value there. Now, it might be never, ah, credible to revenue value, right? That's…”
Nov 1, 2023 negative
Nov 1, 2023 negative
Nov 1, 2023
Meyer Promises to Help Departing Direct Reports Find Their Next Role
“If you're gonna leave the company, I'm gonna help you find the best job imaginable. But first, I'm gonna figure out if you're running away or running towards. Like, if you're running away from the company because something's broken, I wanna fix it. If you're r…”
Nov 1, 2023
Meyer: Only hire people who instinctively act like PMs without the title
“But if you can live as a sales engineer or an engineer without doing that, if you can take the spec and build it without fighting, you can never be a, so if you cannot not product manage, then you should be a product manager.”
Nov 1, 2023
Nov 1, 2023 negative
Nov 1, 2023
Meyer: Great product managers inherently alienate either sales or engineering
“If you're rocking it as a product manager, everybody thinks you suck. If sales loves you, engineering hates you. Because you're chasing deals and you're not thinking about the long-term future. If engineering loves you, sales hates you, because you're just doi…”
Nov 1, 2023
Meyer: Uncover hidden PM potential by interrogating a candidate's past impact
“You ask them where their biggest impact was, right? And if it has nothing to do with product, You know, if it's like calming down an angry customer, but it has nothing to do with the value, the, you know, so you just tease it out, and then interrogate from the…”
Nov 1, 2023 neutral
Nov 1, 2023
Meyer: Guide engineers to discover product decisions themselves rather than issuing directives
“You know, you need to take them down your mental travel because you're not, well, you might be stupid, but you probably have a point of view of why this is the right thing. And you need them to discover that.”
Nov 1, 2023 negative
Nov 1, 2023 negative
Nov 1, 2023
Nov 1, 2023 negative
Nov 1, 2023
Nov 1, 2023 positive
Meyer: Databricks CEO Ali Ghodsi insists on deep founder involvement in product work
“And I tried that for the first six months at Databricks. And that's not what Ali wanted to hear. He didn't want me to go off and do something and then show him how awesome it was. You know, he wanted to be deeply involved and have the founders deeply involved …”
Nov 1, 2023
Nov 1, 2023 negative
Nov 1, 2023
Meyer: Large Companies Should Only Adjust Targets Annually Unless Facing Existential Threats
“When you're a company of 6000 people, you gotta be very careful, right? They, you know, there's a lot of grumpiness to do it more frequently than annually. Just because it's hard to, you know, a lot of people have built up flywheels that are organizationally c…”
Nov 1, 2023
Meyer: Leaders must acknowledge abandoned work during pivots to avoid team churn
“When you're gonna change target and people have been working their ass off to build something meaningful to the old target, you just have to give it the morning cycle, you know? You have to be empathetic and human because you need them to come along with you o…”
Nov 1, 2023 neutral
Nov 1, 2023 negative
Nov 1, 2023
David Meyer: Employee mistakes stem from management failing to provide context
“Well, if someone does stupid shit on my team, I didn't give them the context because they're smart people. I hire smart people. So if they're doing something dumbass, it's because I failed to give them the context And the framework to understand why it's dumba…”
Nov 1, 2023
Nov 1, 2023
Meyer: Be collective customer obsessed, never listen to feature design requests
“People like to talk about being customer obsessed. But I think of there's the customer, and then there's the collective customer. So you have to be collective customer obsessed. So you never want to overfit to a customer because then it'll be a tiny town, righ…”
Nov 1, 2023
Meyer: Upset customers offer better opportunities to shift perspectives than happy ones
“Because I don't like happy customers. Because the opportunity to shift reality in the meeting is low. If there's a customer coming in ripshit about something or upset about the product, you have an opportunity to totally reframe the way they look at the world.”
Nov 1, 2023
Nov 1, 2023
Meyer: Product managers waste 60% of their time on administrative tasks
“Like, a third of their time should be talking to customers. A third of their time should be using the product and working with engineering. And a third of their time should be thinking properly, you know? But it never works out that way, because usually, 60% o…”
Nov 1, 2023
Meyer: Speed of Learning Matters More Than Speed of Shipping
“Like, speed of learning is everything. But that doesn't mean shipping. That doesn't mean, you know, people talk about one-way doors, Two-way doors, type one, type two decisions, and all this stuff. Like, the key is maximizing your learning curve, and there's s…”
Nov 1, 2023
Meyer: Unemotional product management only works for incremental optimization
“That's great if you're doing something incremental. If you're like, let's grow revenue 10% on a product that has product market fit. Yeah, you can be, you can have no emotion then. A lot of the job is not about speccing the product and building the product. A …”
Nov 1, 2023