Jiaona Zhang: uncertainty

Transcript context

…So I take notes on this. So the first is just get context, figure out who you need to talk to. Is there a tip there of just how many people? Because you could do this infinitely, meet everyone eventually. How many people did you end up maybe scheduling meetings with? Definitely everyone on my direct team and definitely everyone on the leadership team, so call it those two combined were maybe, I don't know, like 20 or so people, 25 people. But then it was really about finding the people in the other functions. And to me, for any given function, it was really getting a read from, again, that leader, but also someone closer to the actual work. And so you look at the functions, whether it's product marketing or engineering, whatever it was. Back then I didn't have designs, like design. And really getting a couple of data points for each one of those functions. So if you add that up, that probably was like 40 to 50 conversations. But again, if you're doing them back to back and you're really synthesizing, you're actually getting a really good picture of what's going on. And then the second bucket was identify things that need to be shifted, changed, flagged. I imagine there's also an element of trust and building trust. Was that a part of this, of how you thought about it? Or do you feel like as a product leader coming in that's less essential versus say an new PM joining it? A team as an IC?…

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