Nickey Skarstad: belief

Transcript context

…And then do you check in throughout the process of the product being built, or do you kind of encourage teams to get to a point where it's basically ready for approval? Yeah. Ideally in a perfect world, there's three check-in moments. There is the first principles check-in. What are you trying to build, or what are you trying to do? What are the sort of foundations that you're going to build on? What is the most important thing? What are you solving for? Getting approval on that, weirdly, is almost the most important thing. Because it saves a lot of teams a lot of time when they get later in their feedback review process and people are like, "You're not solving for the right thing." So that's important. Once you've aligned on that, then it's like, all right, what approach are we going to use? What are we going to build? And that's sort of how we solve the problem. Making sure that there is a technical component there too so there's some sort of infrastructure review or architecture review, or whatever you want to call it. And then it's like, all right, this is ready to ship. Let's check in again. Do we think it's ready? And I think that, again, it depends on your organization. If you have a very small team, you might be very plugged in and these things might not need to happen. But in bigger organizations, especially where leadership isn't always able to be in the room, making sure that you have a clear checking in a few times to make sure that everyone is moving in the right direction and everyone feels good is, I think, a worthwhile exercise. I love that. Such a simple framework. And then one last question along those lines, do you leave it up to the team to schedule these meetings, or are you pulling it out of them and making sure they schedule it?…

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