Lenny Rachitsky: belief

Transcript context

…ou. I like two stack levels because it's like you should understand your boss's priorities and your boss's boss's priorities. Eventually, that means you have to know what the board is thinking, right? Then, left and right is, "What are the core product teams working on that I could help advise on in terms of modernization or they could advise me on what they're thinking and what might be coming next? How do we fit together with the enterprise part of the business even though I'm working on self-serve? How do I think about sales? Do they have input, like interesting customer conversations or input? It's this curiosity like walking around, getting to know what people are doing, and being seen as an expert. Are you the desk people go to when they have questions? Are you a person that people ask the opinion when you're trying to figure out how the dots connect? I have found for me, maybe this is just because this is a strength of mine, that connecting the dots of how the whole company works and how all the pieces fit together has been one of the ways that I've driven that sponsorship. I think for each individual, you have to figure out what your superpower is and where you can be actually top 10%, and then lean into opportunities and also problems that help you show that and shine it that way. That is such cool advice. I think what's cool about that is I imagine you just go to your manager and even just ask, "Hey, I'd love to understand just what are your highest priorities, and then what are your manager's?" Just ask these questions. Just that alone I think communicates a lot about how much you care and your interest there, and that creates trust, even if you don't do a ton with it, and knowing what your manager cares about is just going to help in so many other ways just like, "Okay. This matters to them. I'm going to make sure to do a good job there." Absolutely.…

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