Ian McAllister: recommendation

Transcript context

…So thinking big, building trust. Was there a third? I think maybe the last one, which is certainly relevant for a PM but is really true as well, is driven by impact. And if you forget about everything else, forget about politics, forget about promotion or having a bigger org or whatever, if you simply wake up every day trying to have the biggest impact you can, or if you're a leader trying to use your team to have the biggest impact you can in the company, which will influence how you build your roadmap and how you do every part of your day, that's a really good guiding light. And I remember in my first 10 years at Amazon, just naturally not because I thought about it, I was just hungry to have an impact. Take my business, grow it as fast as possible. I wasn't maybe loosely thinking about promotion, but I wasn't thinking about it. I never talked to my manager about it and I wasn't bringing it up. I was just focused on taking my book of business and making it bigger. And then the net result was I was promoted several times and I did grow in my role, but that wasn't what drove me. It was just the impact. Would you say that driving impact is more important for a new PM or senior PM? It feels like impact is the soup within which all PMs swim and that's constantly important, but it's interesting that you mostly put that into the latter part of a career. Do you feel like with new PMs on your team you're less expecting them to think about impact and focus on impact?…

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