Fareed Mosavat: belief

Transcript context

…Great. So like you're being given a hairier, harder to untangle types of problems with more unknowns and more autonomy. I think the second is, yeah, of course, with... although I think for the beginning of your career, you tend to go deeper. So it's like, "Okay. I'm going to work on growth, let's say, or core product, or zero-to-one products, or technical scaling, whatever it is. I'm going to go deeper on that," and then over time, that turns into width, but this is why the generalization step is important. If you want to be a product leader, you cannot be seen solely as a specialist in that certain kind of product work, and so the generalization step is really important. If you want to move from growth to core product, you need to show that you're not just running experiments and driving numbers up. You need to show and communicate that you're learning deeper lessons about how customer psychology works, and what products people resonate with, and how to think about the business more holistically, and then communication. No one knows what you're thinking if you don't tell them. So if you don't communicate, you don't have control over those scaled opportunities. Usually, your manager, or the organization, or the company does. Maybe by switching jobs, you have some control, but you need to earn that right. You need to communicate. That's why I think there's pieces of the loop you can control and pieces that are externalized. I'm curious, in your own career, what the biggest inflections of growth have been either in terms of learning, or impact, or just opportunity?…

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