Kevin Yien: belief

Transcript context

…Okay. So I guess in the case of pushing back to create space, this was just you as a product leader recognizing, "This is really important to get right. I will convince people we need to make more time for that." I don't want to make it seem like it was me against everyone because that was definitely not the case. I think the starting engineers and designers on that team really cared about the quality of what they built too. That's a pretty structural DNA for a team as well. If you don't start with that, and as a comparison, you have a team that really prides themselves on shipping fast and meeting deadlines really prescriptively, you might end up in a different world or your role as a PM might be a little bit more challenging if you want to push on this stuff. So I do think you have to take into account what is the DNA of the team. And then can you exploit that? Which I was able to do. Or do you actually have some change management to put into effect if you believe that it's worthwhile? Let's go back to the perimeter, drawing the perimeter concept to make that a little more real for people. So your advice here is the role of a PM, part of your main job, especially when it comes to engineers and design is to draw the perimeter for the team. Can you make that a little more real? What's an example of that maybe from something you worked on? What does that look like?…

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