Lenny Rachitsky: belief

Transcript context

…Yeah, this is the structural solution I'm talking about, Lenny, is like, "I never asked for research teams to have their own separate OKRs." I said two things, "Number one, what's the teams? Shouldn't the PMs, the engineers, the designers and the research, everybody should have the same set of metrics for success because either we're doing it together or we're not." And then I said, "My metric for success is when they won't have that meeting without you." That's my metric for success. If they cannot have that decision making meeting without the researcher there, that means you've developed influence, strong, trusting relationships, you're an active participant in the process, not just somebody who provides input into someone else's process. And that is when researchers can have huge impact. I think of the PM role in a similar way, even though people won't have these meetings with PMs, because they're often at the center of lot of the stuff, but you want to be a PM that people want on their team. There's a lot of teams that are like, "We don't want and PMs, we don't need product managers. They just get in the way." And I find that that's only the case when the product manager's not great, and not really good at their job, because most great PMs just make everyone's life easier. They do. The grease, I-…

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