Jeremy Henrickson: evaluation

Transcript context

…Do you give any guidance and just how much time to spend on all that stuff versus the regular day-to-day of, say, a product leader on a team, it takes a lot of time to become a world expert on the tax systems of many countries, or is it just there's nothing more important than that, that is your job, and what are you doing not doing that? How do you think about it? I think it's equally if a job is 80 hours a week, it's 40 of your hours. I think that you can't really understand a product unless you've gone there. Right? And yes, it takes time and you're right, you can't just ignore the other half of the job of communicating with the engineering team and writing documents or whatever, but what's the point of writing a document if you don't know what you're talking about? And so we very deeply value that. And it's one of the reasons that we keep, at least at Rippling, our product organization really thin. We expect a single leader to be able to know the full scope of the product. In fact, great product leaders can in fact do that because they have this native curiosity and interest and ability to absorb a lot of stuff. And it makes, it's a lot of fun because now I have a group of people around me who are all really good at what they do and really understand what they do and that's kind of just an amazing place to be. I'm looking at this list and I just want to keep asking questions about it. One of the sure principles that I love is it reminds me of Amazon has the same principle I believe, which is leaders are right a lot.…

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