Bangaly Kaba: evaluation

Transcript context

…Yeah. We'll put it up on the screen on YouTube so folks can see what you're talking about. Basically what it does is it shows where if you're missing any one component, you get different outcomes. Right. So if you're missing the vision component, you end up in a state of confusion or if you're missing the incentives, you end up in a state of resistance because people aren't incentivized to do the right work. Or if you're missing an action plan, you end up in a state of false starts. So I use this, and I think about this a lot actually, because when you come in as a leader, as someone who's supposed to influence change, you have to really observe what's happening and figure out what are the challenges anecdotally and what are you observing? And then I figure out where I can plug in and what I can do to make the teams better. And what I tend to find is moving from the right side to the left side of this, like action plans are easier to institute. Right. So if I see a team that's struggling to execute, I wonder do they have the right type of PRD framework or are they communicating well? Do they have the right type of team meeting structures? Those are kind of lower hanging fruit. It's a lot harder to change vision and skills. It will come in time. But what I also have done over the course of my career is I've built this deck that comes with me of different skills that matter. Right. What are different skills, what are different frameworks, how do we think about it, to help level teams fast? Right. Because I find that sometimes you walk in and not everyone is grounded in the same mental models or concepts. One example of this I talk about a lot is Instagram. Instagram had just this fantastic culture of thinking about how do we ship high, high quality product, right, and what does product craft mean? And so that is something that I came to YouTube and my teams particularly, they didn't have a mental model for product craft. So I found myself talking into an echo chamber in some way. So I had to build a deck that showed, okay, here's how I think about product craft. Here's a framework for it. Here's how I think about all of these different things. And so now we have a shared language, shared communication for, and a repository of skills that we're going to build. So I'm looking at this image that we'll have up. So in this case, their skills weren't necessarily there, which in this framework leads to anxiety. And so what I'm hearing, essentially you come into a team, you're like, what am I feeling? Is it confusion, frustration, the wrong thing? And that kind of tells you which of these buckets to spend time on.…

Stored transcript either side of the excerpt. The highlighted words are the published quote; the surrounding text is unedited source, never generated.