Lenny Rachitsky: preference

Transcript context

…That's the dream. No? That's my dream. I love that. But if I think about trying to do this, I think you need a real confidence as a PM and comfort with chaos. A lot of times PMs, they want to be the hub because the more they can control the narrative, the more they can control what people see. PCX pinging an engineer like, "Oh my God, they're just going to start working on this thing. And then we have this roadmap. We have priorities. What are they?" How do you manage that challenge? Yeah, there's a great phrase I heard a mentor once say, which is culture of a process. Process is important. And sometimes you need to process to scaffold until you build the culture. But I think it's like you got to view the team as this asset you're building. This culture is an asset that you're building and you're investing in it and you're cultivating it and you want to build something that's stronger than... That's a great example, a CX person or just directly messaging an engineer or just asking for something. You want to build something that's resilient to that. That's the real product that you're building as a PM I think is the team that builds the product, and is resilient to all these things. It doesn't happen overnight. It's not going to happen in the first quarter that the team has formed. But it happens over time gradually with little messages and little interactions and positive feedback and asking people to work a little bit differently and giving them a reason why and building trust. And I think that success in my job is to build a very self-reliant team that's very resilient to all those things that I would otherwise, like you said, to keep me up at night really make me worried.…

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