Lenny Rachitsky: recommendation

Transcript context

…So I think it works anywhere from the start of your career to pretty far into it. I think at my level, I finished my career as a vice president at Amazon. It does peter out in the sense of the active. And what I mean by that is you're still doing the same thing, but you don't have to talk about it. Your managers are expecting you to step up and recognize challenges. They're expecting you to ask for resources when you need them, and you don't sort of have this level of explicit conversation around, what can I help you with? They're expecting you to anticipate what's needed. So in the newsletter we did together, I wrote about how over time, you go from asking your manager, "How can I help?" To suggesting to your manager, "These are some things I see that seem like they need to be done. Would you like me to do them?" To just seeing what needs to be done and sort of keeping your leader in the loop and saying, "Hey, I noticed that we have this problem. I fixed it. I noticed we have this opportunity. I've started program against it." I think at the executive level, it's much more you being proactive and just keeping your leader in the loop. I think in the post, the way you described this step is this is advanced mode. Don't jump straight to this. Don't just start suggesting things, because you may get it wrong. Yeah, well, it's all a matter of rapport and trust. A huge part of career success is how much trust you have, mutual respect with your leadership. When they're confident that you're going to make the right decisions, they're confident to let you go. But yeah, when you're brand new or you're new to a manager, if you just jump in, you may either not work on the things they value or even find yourself working across purposes, and that isn't the right place to start.…

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