Lenny Rachitsky: evaluation

Transcript context

…I don't 100% know that that's true. I think again, even at high levels, maybe the strategic directions become more important to get mostly right, but I think still most of your time is making sure they can make it to market. I think you should still be spending your time understanding what's slowing people down and unblocking it. Understanding, how is the market changing? Understanding what the broad customer feedback is, just constantly improving the system that you are building. I think that's, I mean, how much time can you spend thinking about the future, as opposed to actually trying to create it. That is really interesting advice because I think most people imagine as you get more senior, I'm going to have more time thinking about vision and strategy, not have to be in the weeds building things. And I love this point you're making of even as a senior exec, you're still, it's executing in a different way, but it's still execution. A different way, yeah. You're focusing on the execution of the system a little bit more, but you got to stay connected, I think, to the customer and to what you're bringing to them.…

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