Public evidence record
Published podcast speaker
Books, apps, and tools
book / recommends
“So I talked about Thinking in Systems and Primer. I talked about Good Strategy, Bad Strategy, but I'll give you a third one, which is Don't Think of an Elephant by George Lakoff. It's a really interesting book about framing things in conversations that has really changed how I communicate.”
Claim ledger
7 transcript-backed records
01 / evaluation
“I think we've all worked in companies where you roll out big changes with no data behind them because like, "Oh, it feels like we're not hard enough in how we evaluate candidates or something.”
02 / evaluation
“In solving the constraints is to me, I think the most interesting thing that strategy really does, and I think when we talk about bad strategy usually is because the diagnosis is bad and it's usually because people are exerting what they want to be true on constraints where it's like, "Hey, we can do all of these projects at once.”
03 / evaluation
“" So it's a tricky moment. And good EMs find the way to balance, but that's the biggest source of ongoing friction where the EMs have been told by their teams they need to do something that the PMs just have no visibility into.”
04 / evaluation
“I think a lot of people who get too far in systems thinking make the same mistake where they think reality is wrong and reality is never wrong.”
05 / evaluation
“There's two core problems. So one, sometimes the incentives are misaligned and that's hard to navigate, but if you can just be honest with each other and understand the incentives, sometimes you can find a compromise, but sometimes the EMs and PMs will be misaligned because just their incentives are so far apart that there's no way to get to the bottom of it.”
06 / evaluation
“You do have a strategy. It's maybe a little bit hard to articulate and maybe it's applied inconsistently across different layers of the product reporting chain because it's not written down.”
07 / evaluation
“One of the challenges is if we aren't comfortable holding engineers accountable because we just want to retain all the engineers, then we can't put them in senior roles. And so I think we're actually seeing a bit of a shift where we can actually hold them accountable, which means we can put them in senior roles, which means the engineers can actually get what they've been trying to get the entire time, but we haven't been able to because we've been coddling them a little bit too much.”