Speaker unverified: belief

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…It's such a good tactical tip of just like, if there's continued disagreement, that's a sign you either craft a strategy or maybe a principle, which are kind of like related, but sometimes different, just like principles of the product or principles of the team. Great advice. And the point you made about not spending the first time, the first six months on strategy. I love that because a lot of PMs come in and they're like, oh, strategy, I'm going to figure everything out. You can tell us how to build this thing. This all sucks. Everything you all have done before. And so just that rule of thumb of not allowing yourself to invest deeply there for six months. Love that idea. Nice. Yeah, I think as a manager, you usually have a reason for hiring someone. And usually, at least in your head, you think you've hired them to sort of build on the strategy that you've already created. And there will be room for people to create new strategies and change the strategy. But if they come in on day one saying your strategy is all wrong, like raises the question of like, well, then why did you join my team if you didn't believe in my strategy? A lot of times people just want you to like help them execute. They're just like, come on, we know what we're doing. Let's just just help us ship this thing. And it's going to be great. And a lot of people come in right now. Let's just rethink it all. Let's take a step back. OK, last area that I want to spend some time on is around career and career growth as a product manager and product leader. And luckily, he wrote a book called Cracking the PM Career. If you just had to boil down the best advice from the book to like one suggestion to a PM, let's say starting off in their career and then maybe a career like mid career, what would that be?…

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