product leader

“Great managers, I think, especially the best product leaders understand how to put the coach hat on and when it's appropriate to put the coach hat on. And are explicit about that are sort of like, okay, let me take off my manager hat now and put the coach hat …”

“If you built something within the organization that you're proud of, but no one knows about it, then that's more difficult to have. As your stamp of approval for what you were able to accomplish there. But if you did something that cross-functional leaders wer…”

“There's platform product leaders or folks that are kind of more indexed on the infrastructure components. There's folks that are typically focused on like core product or consumer product if it's on the consumer side of things. And then you'll have folks that …”

“There's a way to be an impactful product leader and disagree and make change. And maybe your engineering leader and design leader and marketing leader completely disagree with the direction in which you're going, but because you have all of the data to support…”

“Pushing back effectively. This is an art and a skill, but I think your ability to do this is pretty correlated with your ability to grow and succeed as a leader, because if you say yes to everything, you're gonna go nowhere.”

“I often encourage Product leaders to think about their process of becoming more senior, not as a matter of getting more and more high level, but of increasing their dynamic range. So a CPO, it's not that a CPO never thinks about tactical issues. It's that they…”

“And so there's a lot of research around progress begetting progress and how progress is a source of motivation. And so as product leaders, we have to merchandise progress. We have to be the steward of this narrative.”

“I think perfectionism is a curse we place on ourselves. And it's a very dangerous thing, particularly for product leaders, because product managers, you know, things are gonna go wrong. That's literally part of your job. And yet when we have perfectionism, it …”

“When I was actually hiring product leaders and there's some product leaders would do Lots of different engagements outside of the company, whether it's investing, advising, speaking, attending conference, all those things. And they were huge red flags to me be…”

“When you become an AI first kind of leader is that there's a realization that you don't control the experience anymore. You control the ingredients.”

“We are going to be expected to manage people who code. I'm a CPTO, basically. It's already happening. I'm seeing more and more of us that are bringing these functions together.”

“I found that product, product leaders, engineers, designers some of the more tend to be more introverted and thoughtful types negotiate more poorly than the obnoxious marketers and revenue leaders and the more extroverted types.”

“So I'm like really bullish that product leaders are going to be like, you know, like those like dandelion, whatever you call it seeds when you blow it and they just go everywhere.”

“Product leaders will increasingly get paid and be asked to drive judgment and then be the tip of the sphere on trying to essentially obsolete everything else through software, through AI, through agents.”