Ezinne Udezue: evaluation

Transcript context

…I love this answer and it resonates so well with so many other people's advice, which is curiosity skills that matter most. Actually curiosity comes up a lot when I ask people, "What skills are you focusing on teaching your kids?" The number one skill people mention is curiosity. I love that you included humbleness. I want to come back to that. So essentially curiosity, humbleness, agency, such a meme these days and what PMs need to build and be strong at high agency, so great. And then evals, I like that a lot. That's also super common. I have a really cool guest host coming out really soon that'll teach you more than you ever thought you needed to know about how to become really good at evals. But I want to double down on something you just said, which I love so much, which is this idea of instead of waiting to see what jobs AI takes, it's almost like the way you phrased it essentially is what jobs can you take as a PM? What can you do? Can you do more engineering? Can you do more design? Such an empowering way to think about it. Let me talk about something that's really personal and part of the Women in Product organization. I was asked to guest write end of last year because there was a lot of fear in the community and there was this thing called the rise of the CTPO. It's this thing, it's been in the background there where I think many VCs, many PEs were asking, "Do I need a CPO as well as a CTO?" Right? And I was always amazed at how many people were leaned back in this thing versus actually showing and proving the value of what a CPO could be. So in many places it is right that maybe you do only want one person, particularly when it's very well-known spaces, right? It's clear. They're not doing anything revolutionary, but it's like saying an engineer is the same as a product person. When you think about it that way, there is a conflict between the CPO and the CTO that actually drives innovation in my opinion, because one person is trying to optimize the resourcing, the fixed, right? While another person is actually trying to field opportunities and figure out how to wait and decide what is best to do it. At the higher level, those are their jobs. And that tension is really good because you need them to sharpen each other as you try to maximize the value of the organization. I say all this to say that there are folks who are not stopping to figure out, "how do we make the pie bigger?" But they're looking at instead, "How do we divide this pie as it gets smaller?" Versus asking the question of really, what is the opportunity to increase this for all of us? And that is a skill set I also look out for. Awesome. I'm going to go to Oji in a second, but I want to come back on this humble idea. I haven't heard this before. Why do you find it really important for people to be humble? I haven't heard that piece of advice yet.…

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