Archie Abrams: belief

Transcript context

…Got it. So basically, you guys are like, "Moving this button over here is going to drive so much growth," and then Glen's like, "No, this is not acceptable. We don't want a button here. This looks terrible. Everyone's going to hate it." So that's the healthy tension. I'm describing a combative- [inaudible 00:56:01] totally. And it's like, okay, so how are we going to work to figure this out? It might be, "Hey, we're going to move the button. Hey let's run the test," but see the short-term lift. You know we're going to monitor it long term. You know when we ship it, it's going to be high quality, high quality polish. And you trust us to make those trade-offs. I wish I had a better answer of it's very human. It's very that trust that's that's very important in any of these. I think growth with other teams is like, there's no replacement for just the human trust and then following through on commitments of no, we are actually going to make this thing really good. Is there an example of that, that comes to mind where you had something that was you thought was going to drive meaningful growth? You showed it to Glenn, he is like, "No, don't know about this." And then either you iterated or you just forget it, this isn't right for the platform even though it's going to drive some meaningful growth?…

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