Lenny Rachitsky: belief

Transcript context

…Yes, exactly. You can write the objectives alongside that to remind people what are we trying to achieve, but the key results are the thing we show here. Then you pick some ideas, the ones that look most promising and as unintuitive as it sounds or counterintuitive as this sounds I would recommend that you let the team pick these ideas. The manager of the stakeholders can propose the ideas, everyone can propose, but the team should use the ICE process to kind of... And especially the product manager is very important here to choose which ideas to test first. Then the team together needs to develop which steps should we run, how can we validate this? Some of the steps will be done by the PM, some by the data analyst, some by the user researcher. But some will involve the team, there'll be some coding, there'll be some running of experiments and so there's some ownership around the steps. A sub team owns each one of these steps and we will change the board very actively. So if an idea turns out to be bad we will take it off the board and put another idea in this place or maybe we achieve the goal, we don't need to work on this anymore, we can focus something else. So it's a project management tool in a sense. Awesome. So I'm looking at it and I think maybe the most important piece of this is that steps aren't just like a project, like launch a better onboarding or add the step to onboarding. It's you want to emphasize the steps that you're going to take to get to more and more confidence essentially, and more and more evidence guided thinking versus just, "Well, let's figure out how to launch this feature idea." Exactly. It's not a engineering milestone or a design milestone, it's a learning milestone. So we build something and along the way we actually grow the scope of what we build. We are building the product in the process and we learn, so the two have to come hand in hand.…

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