Mentions personal use of Loom.

Transcript context

…Awesome. I love that. Okay. So going back, because I wanted to close this thread, you've come up with your vision, your mission, your strategy, your goals as a team. People start to align around it. What do you do to kick it off and get people on board and aware of the plan, and then to stay on plan with that strategy and not kind of be distracted by new priorities and shiny objects? Yes. Oh, the shiny object thing is very real. Good question. So for example, I just did this recently where I brought my team along through the OKR process for Q2 planning. They had a say in basically what we decided we were going to work on. It went up for leadership approval. We got approval. And my process was I used Loom, which is another one of my favorite products. It's just a really easy screen share and video recording tool that you can share with teams. And so I just recapped, "All right, here's what I presented to leadership. Here are the feedback that we got. Here's the strategic feedback that we got. And here are the changes we're going to make. Any questions, let me know." And I posted it in Slack. So I was just trying to keep the feedback loop really quick and tight with teams rather than wait till the next meeting you have with them a week later. I was like, all right, I'm going to just try to spend five minutes recording this and get it out ASAP. And that helps because then it gets people excited. Okay, cool. This thing that I worked on got really great feedback from leadership, and now we're working on it. I'm excited to get going. And then it depends. Usually depending on the project, I have some sort of kickoff. I don't usually do a quarterly kickoff or anything like that because I think there's usually disparate teams owning different parts of strategy. But usually having a good weekly team meeting where you're really thoughtful about cascading feedback down from leadership, constantly checking in on what are we trying to do here? What is our strategy? How are these goals that we set laddering up? Are we achieving it? Are we not? Whatever. Having a meeting like that where you're kind of constantly talking about it each week also helps people feel bought in and not get distracted. And actually I found that teams who are very bought to your vision and strategy are less distractable. Where I usually have more trouble is with leadership that aren't necessarily in the weeds with your team every day. And I'll get an idea. "Have you thought about doing this one random obscure thing?" "Yes. However, it's not in service of this long term plan, so we don't want to do that right now because we don't think it's the best use of our time." Got it. And the way you're describing it, this is as a manager of product managers-…

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