Lenny Rachitsky: belief

Transcript context

…Yeah. Yeah. This is so cool. And there's so many trickle-down benefit to this. One is people feel like they're aware of what's happening. That's one of the most common, I think, piece of feedback people have with big companies. Like, "I don't know what's happening." So there's so much visibility to all the secretive stuff happening in the meetings. "I don't know what people are deciding my fates and all these discussions." So I think just even knowing that you're sharing all this is so powerful. Well, and on that note, when I approach these conversations, I always try to think of them as, even if I don't agree with the feedback, if I don't agree with the decision, what is the insight that I'm missing? How am I wrong about this? In ways like, what would be true for this other person to be right? And I'll go through that thought exercise and I might not get to the other side and agree with it. I might still think I'm right or whatever. But oftentimes it forcing myself to think that way forces me to think about how this other person thinks it. And if I do that enough, I will be like, "Oh, this makes sense. I think this makes sense if. I think this makes sense if, and oh, maybe this other thing is true." And I think when I hear the people, the people who are like, "I don't know what's going on with this company," I think they do the opposite. I think they look for reasons to disagree and they look for holes to poke in, "Well, this decision doesn't make any sense because I came up with something that might be wrong about it." And I think that's another thing, by the way, in terms of just sort of helping your team have the emotional maturity to exist and thrive in an organization is helping them think that way, helping them understand you have a point of view. Your point of view is important, but on some level, you do kind of have to have respect for these other points of view and have the humility to think that maybe they're onto something that you're not onto. And it's amazing how much you can learn into it without having to have all the facts just by doing that. If you're like, "Well, this person's behavior makes sense in a situation where X, Y, and Z is happening," oftentimes you'll find that X, Y and Z is happening.…

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