Kevin Niparko, VP of Product at Twilio and former Bridgewater Management Associate, discusses key decision-making principles learned during his time at hedge fund Bridgewater Associates.
“In the workplace, people are often talking about and debating opinions, right? So, like, Harry believes option A is the best option, I believe option B, and we're going to debate option A versus option B to figure out which one is superior, but I actually think there's something more valuable and the approach that is often taken at Bridgewater is really trying to understand how Harry got to option A, right? What is the data that Harry is seeing? What is the mental model that Harry has of the world that is leading to that perspective? It's through understanding that way of thinking and processing that you can actually refine and sharpen your own decisions by really understanding those around you and debating and openly understanding how people are approaching Their decisions.”
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PredictionNot checkable as stated
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Insight
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“Allowing a committee to dictate a hiring decision is never good. At the end of the day, the hiring manager, the CEO in this case, needs to be empowered to make the decision, even if there isn't consensus among the hiring team.”
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Insight
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“The best product leaders within our organization are generalists can apply their craft to a bunch of different domains.”
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“We do have this concept of asynchronous demos as well. So to the extent that people are working in different time zones, aren't able to make demos can submit a recorded version of their demo. Which, you know, is just as good.”
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