Lenny Rachitsky: preference

Transcript context

…Absolutely, Lenny. We've heard so many four stories of multi-day outages from even just a handful of bad records. We have laser-focused on integration reliability to help teams end all of those distractions that come up with integrations. We have a built-in validation layer that stops any bad data from entering your system, and OneSchema will notify your team immediately of any data that looks incorrect. I know that importing incorrect data can cause all kinds of pain for your customers and quickly lose their trust. Christina, thank you for joining us. If you want to learn more, head on over to oneschema.co. That's oneschema.co. Every PM has their definition of what is product management, and I have one that I'm trying to find exactly what I wrote, but essentially, it's to marshal the resources of your team to solve customer problems and drive business impact most efficiently, something like that. And I feel like it's very aligned with your perspective, but I really love this view of it's unlocking the potential energy of the team. Not just marshaling the resources of a team, but it's there, and your job is to maximize their effort. And this is why when people say, "I hate product managers. I don't want any product managers at my team. We don't need product managers here," I feel like that's often because you've had a bad PM. Good PMs make you better and make your life better, allow you to do the work you want to do and they take all the stuff you don't want to do, make sure the stuff you're doing is worthwhile. Is there anything more you want to add along those lines? To elaborate on that, I think the broader point is that truly not every team needs a product manager, but the activities, the outcome that one would drive needs to get done no matter what. And in some cases, this is why the prototypical companies that everyone references when they say, "They never had product managers, look at how successful they are," they're all building for themselves. Stripe, Twilio, Figma, designers for designers, engineers for engineers. When you are the customer, why the heck do you need someone else to help do the things that let you make decisions on what to build? But if you are not the customer, if you're working in a particularly complex space, if there's something that you, as the person that could build the product, feel you don't have, that's when you can essentially delegate that responsibility to someone else to say, "Hey, let me do the things I'm really good at and you do something that I need to get my job done." So it's that sort of relationship that I think is often missing in the discourse. I think it would alleviate a lot of the, "We don't want PMs. PM is useless" or, "PM's one of the best thing since [inaudible 00:09:52]," which they're not. It's just a manifestation of that problem.…

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