product leader

“What a lot of product leaders make a mistake of, as well as growth leaders, is they think it's their show. They get to create the vision. They get to create the strategy. And it's like, not really. You're there to execute on the vision and strategy of the foun…”

“Suggest that they ask everyone on their team. What's just like bugging you? What's something that we should improve? What's a process that's annoying? What's something that we can fix? And then go fix something. Go fix a thing that is bugging people and create…”

“It happens, like, literally all the time. I watch it happen, and once you hire that B player to be your lead, like, bye-bye. Your team is gone. Like, the best people on your team are not gonna wanna work with that person.”

“I would say like the number one failure mode when people hire product leaders is they over index on Either like previous scale, like how many, how big of a team have you previously managed? Or tenure, like how long have you been doing this? What experience do …”

“The number one failure mode when people hire product leaders is they over index on previous scale. How big of a team have you previously managed or tenure?”

“One of the patterns is the three types of product leaders, and they are the operator, the craftsperson, and the visionary.”

“If you spend five minutes telling me and I've zoned out and I don't understand what you said anyway, which by the way is three quarters of most answers, then you're not going to have the clarity to lead a team to something that's truly breakthrough.”

“Not being clear about the level of agency they'll have. Meaning, a founder CEO is gonna be in the details of all the shit, and that's good. And some people expect, you know, complete agency calling the shots as a product leader, and they will fail.”

“And I think I really learned the biggest lesson I learned there was There's of course you build the product. You have to build a product that delights customers that actually delivers value, but you also, your job is also to build belief as a product leader an…”

“So I do think a classic mistake is that you hire a product person too quickly and you delegate the responsibility away. You're like, I'm a founder. I need to scale myself. And therefore you like bring in a product. Leader. I do not think you do that. I think t…”

“I think that there's a classic failure case there too, where like founders are like, I am, I'll give an example. Like I'm super, super visionary. And so when I go interview founder or go, go interview product leaders, you know, that visionary founder gravitate…”

“It actually encapsulates everything I believe about product, which is the product role is the most chameleon role out of all of the functions, which means at some point you're like, I need to lean into sales because Like that's actually how I can build the bes…”

“So it's actually really easy to update your strategy and have that flow through versus if you have plans and processes and, you know, these rigid roadmaps and you're like, I think the world works in a certain way. It is much harder to be a product leader in th…”

“Like, any product leaders who love philosophizing, for me, it's a big red flag, right? Like, I love people who are action-oriented, who know how important it is to make decisions fast. The faster you make a decision, the better it is, because you unblock your …”

“And now I fundamentally disagree with this. I think speed of execution is everything, and actually I think dictatorial product leaders generally work best.”

“I think we like, Lean to things like time and productivity when we don't know what the value is, what the true value is.”