Speaker unverified: belief

Transcript context

…The hardest part is just remembering to even try, just to be like, "Oh yeah, well, let me see if Codex can do this for me." It's just like a new habit, and new like thing we have to build in our brain. >> I think elevating others' ambitions, or reminding them of what's possible here, is a huge part of the product management role. Hiller Calloway has this statement on his site, which is that most people underrate the impact of going to someone else and saying, "Hey, what is like the more ambitious version of what you're doing? Or couldn't you try this faster? Or couldn't you try this at a 10x bigger scale?" And in some ways, again, when I think of like, "What do PMs do that is incredibly effective now? Or what can they do that is incredibly effective now? " Like when folks say, "Hey, I I think that we can get this done in this way, or we can get this done by this timeline, or maybe this is the first version of it. " Part of your job now is to elevate everyone's ambitions, and say, "Actually, isn't the possibility ceiling meaningfully higher? Shouldn't we be more ambitious about what we're attempting here? Or like, couldn't we try this faster?"…

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