Lenny Rachitsky: preference

Transcript context

…Yeah, I think it's context, no control plus proactive thinking and reactive doing so you have to do more proactive thinking with these contexts. Now reactive doing means that you need to collaborate, but when everybody has this kind of mindset, the collaboration should be very smooth because people have the context altogether. The part that I see maybe some of the other company are facing challenges is actually there's too many IOs in between and you have people that are just protecting their own thing and working their own thing and then I'm delivering. But just like how I see some of my friends, their kids playing Legos, if you don't really see the full picture, you won't be able to make the Lego as a one thing at the end of the day. You have to see the other pieces. So that's the part I think it's really powerful and reasoning really, really well when we're really thinking about product development and also product go-to-market. So it's a pretty full cycle. People have to see this and then they have the context. I love this, and this has come up actually a few times recently when I was talking to the CTO of Netflix and also OpenAI. They're very similar in culture where it's give people a lot of autonomy and freedom and not a lot of do this, do this, do this. The key there is to hire very high quality people and very high caliber people because if not, then things won't work out too great. Is there anything along those lines that you can share just like yeah, the kinds of people you end up hiring and how you hire people that can work well in that environment? I agree with you. So the caliber of these people is actually pretty important to support the structure I just talked about, and oftentimes I can see some people that with the quality of always curious. Curiosity is a very important quality when I'm actually talking to my interviewers because I want to see that they are naturally curious to new things. They want to learn more about the new things and don't really get stuck with their own things. That's one thing. And the other thing is the discipline because like I said, it is actually a double-edged sword in this case. So it could potentially introducing some of the chaotic situation in a company because everybody is thinking everything. The discipline here is actually how you are really following the guidance on reactive doing, be always thinking about how to collaborating, and the discipline here and also the rigorous approach here is also going to be very important. One of the good example that is the ability to prioritize because I don't believe one thing is everybody can do everything. You have to prioritize properly so that you're able to push the right agenda. So I think that's more of the quality of the people we're looking for is... it is hard, don't get me wrong. It is really hard to say that we can find everyone like that, but we would love to believe that we can train our employees like that so that they're able to even do better in their longer-term career.…

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