Speakers in the public record
Claim mix
evaluation 6recommendation 4belief 4commitment 3uncertainty 3prediction 2preference 1
Evidence policy
Every row below preserves an exact excerpt. Identified speakers are linked; unresolved voices are labeled and excluded from people counts.
Claim ledger
The useful parts, with receipts.
23 published records
“I know a lot of people on this podcast recommend high-output management, but it should be swap the Bible out for it at all the hotels in the world, in the little drawer. Put it everywhere. You can't go wrong, though. It is an incredible clarity of how to spend your time as a leader, a manager of other people, a very high bar for how evaluating your work as the sum everyone around you. That was very clarifying to me that it's not an individual effort, it is the sum of everything I'm involved in is how to measure it. So that's definitely up there. A nice pair to that book, as a amuse-bouche afterwards, is Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace, I think, is the full exact title by Gordon MacKenzie, which is the story of a illustrator at Hallmark, the greeting card company, and it turns out to be a, again, bureaucratic, slow-moving organization that, over time, added rules and policies and rules and policies and quelled creativity and innovation, which is surprising at a greeting card company, but it existed. So this is his incredibly well-drawn book, as you'd imagine, with beautiful illustrations about how he orbited the hairball of the organization to inspire others, keep himself engaged, and to bring creativity and excitement and trying to pull people off the hairball as he orbited it. So I think it's a fun afternoon read with beautiful illustrations about how to stay sane at big companies and where to be a little goofy and take the advantage and gravity of the hairball, but not be succumbed by it and to be able to orbit it. Those two are really fun. I will say one other one I like... Because we haven't talked about strategy here, there's been more getting stuff done and some other tactical things, but 7 Powers, and I know you had the author recently on, which was awesome. I won't explain the book, you just watch the podcast of it, but it walks through many of the business powers and moats a company can have. I ran into the author...”
- Publisher
- Lenny's Podcast
“You can split the company up 50, 50 or whatever you want to do, fill out a few things and you click go and then like a burrito coming to you, like a pizza tracker, we will just handle all of the downstream activities that used to be, hey, remember to come back in and purchase your shares.”
- Publisher
- Lenny's Podcast
“Rule one is you do not work at Stripe and rule two is we're not here to solve any problems.”
- Publisher
- Lenny's Podcast
“Are they so confident in what they're building that they don't need to hear directly from the people who will be using it?" And I think some of it is my own fear that I'm going to make the same mistake I've made in the past, which is build something that people like they're using but isn't solving a burning enough problem such that they're going to stop their day, they're going to tell their friends, we're going to be able to sustain the company economically over a long period of time.”
- Publisher
- Lenny's Podcast
“Not worrying about competition, staying heads down, just solving customer problems, staying close to your competition, not being afraid to talk to them, sharing advice with each other, just building the best possible product. I don't know, there's a ton there that's super interesting.”
- Publisher
- Lenny's Podcast
“I couldn't really draw it up any better, and I think the world is better off with more specialization, and it's a pain in the butt to do these incorporations.”
- Publisher
- Lenny's Podcast
“We're not going to do anything that isn't driving this metric and goal that we have. And I think for teams like that, it's hard to hear just like, oh, someone's going to send you all of these problems that you experience.”
- Publisher
- Lenny's Podcast
“"Very frequently I would do poorly on tests in school and then the professor would say very reasonably, 'Hey, I think you should bump down a level to the previous semester's pace,'" and you said, "I actually know that, that's why I'm in this class.”
- Publisher
- Lenny's Podcast
“We have a couple ideas, but we expect to turn more of groups of people working together, that administration into software.”
- Publisher
- Lenny's Podcast
“I know you didn't start initially, it was there, but you took it from, I don't know, maybe you took it from 0.”
- Publisher
- Lenny's Podcast
“The moment the customer felt compelled enough to go out of their way to talk about some problem, that's a unbelievable gift. I will leave a meeting to just get one message back to them.”
- Publisher
- Lenny's Podcast
“I will say one other thing, which is that making something economically viable is extremely important.”
- Publisher
- Lenny's Podcast
“Here's what I have, I don't know if you know this, but Boulder, Shenzhen, and Las Vegas.”
- Publisher
- Lenny's Podcast
“Because alternatives can come and go, and I super encourage there to be more Atlas alternatives. That'd be great for founders, but I think over the long term, it'll be difficult to do so because of the business model.”
- Publisher
- Lenny's Podcast
“I think there's so much to learn from just how you operate in finding opportunities, picking problems to solve by talking to customers.”
- Publisher
- Lenny's Podcast
“At this point, one in six new Delaware corporations are started on Stripe Atlas, which blows my mind. This episode ended up being the longest in my podcast history because I wanted to basically do an archeology of an incredibly effective and admired product leader.”
- Publisher
- Lenny's Podcast
“We will not break character, it's a little bit of the improv thing and as the kind of maestro of Study Group, I will firmly but kindly, if I hear you use any internal Stripe knowledge, which is natural to do, because, well, you worked on a team and you know where that button really is.”
- Publisher
- Lenny's Podcast
“These are aesthetic choices, but I think make dramatic differences in the cultural willingness for people to buy in and get excited about it and reduce the need of a product person to just remind everyone every day why they're doing it.”
- Publisher
- Lenny's Podcast
“Those two are really fun. I will say one other one I like... Because we haven't talked about strategy here, there's been more getting stuff done and some other tactical things, but 7 Powers, and I know you had the author recently on, which was awesome.”
- Publisher
- Lenny's Podcast
“I will say though that it is difficult to watch one of these Study Groups and if you are the team involved in some piece of it and not want to act on it, because seeing your fellow teammates struggle to use your thing in some way is more motivating than the customer because you can kind of always say to the customer, " Well, they didn't really know," or "They have some special setup.”
- Publisher
- Lenny's Podcast
“I think most entrepreneurs would purchase that problem as a state. And so, if you're in it, I think, take a deep breath and look at the sunrise or sunset and just enjoy the fact that you've built something that is meaningful enough that people would spend their time.”
- Publisher
- Lenny's Podcast
“We sat and looked at the same cheat sheets, we practiced the same quizzes, we read the same books, and he got the top grade in the class and I got the bottom and that's from where that quote came from where the professor said, I think you should bump, potentially bump down.”
- Publisher
- Lenny's Podcast
“One other metric I think that I would export to anybody, is if you are unsure what to measure, we have this, I don't know if we stole it from somebody else or if we came up with internally, whatever, is just users having a bad day, where we will just emit a log line anytime we think that a user bumped into a problem.”
- Publisher
- Lenny's Podcast