Lenny's Podcast / episode intelligence
Speakers in the public record
Claim mix
Evidence policy
Every row below preserves an exact excerpt. Identified speakers are linked; unresolved voices are labeled and excluded from people counts.
Claim ledger
17 published records
01 / recommendation
“Definitely Radical Candor. We give this out to customers. It's really good for management and best practices around giving feedback. I love the Art of War just as strategic thinking. And then not work related, a book called Kafka on the Shore. It's one of my favorite Murakami books that I highly recommend.”
02 / recommendation
“I watched Sandman. I don't know if you've heard of this.”
03 / belief
“I would say I helped bring products like CultureAmp and Greenhouse to market in the people space.”
04 / belief
“I think Atlassian built around a process that was already happening and growing momentum and it was like, okay, let's build a solution to enable companies to do this with technology.”
05 / evaluation
“You mentioned oftentimes, it doesn't work and it just ends up being a lot of wasted money.”
06 / belief
“We abandoned that process. But I think the main thing that we understood then was instead of spending the time and money to build a new category, we were going to spend the time and money to elevate the value of this category.”
07 / belief
“I think ultimately, it's a really powerful way to create defensibility for a product and a brand in the market, but it's also a lot of work related to category creation.”
08 / recommendation
“Your engineers will come and thank you for using Stych because Stych keeps you from having to build authentication in-house and the integration process is super fast and super smooth.”
09 / preference
“Will they let me change the name was my criteria for joining. And I would say in general, the sooner, the better, but obviously after you know that you have product market fit and you have something to scale, so you don't want to invest too much in a brand that isn't going to get you as far as you want to get if you're going to obviously scale.”
10 / recommendation
“What are the pain points it solves? And then of course, getting a lot of content around because when you're generating a new category, you're also needing to educate buyers that there is a category that they can now budget for and why they should allocate budget for that.”
11 / evaluation
“Exactly. It's interesting because I would say that if you're building a category as well, you can sometimes be selling into a category while you're still building the appetite for a different category, which is a nuance, which is all about where's the budget and how do customers describe their pain points?”
12 / preference
“Everybody hates it, but I like asking what someone's top 10 accomplishments are.”
13 / evaluation
“There was a very specific way to create a pipeline, build an interview kit, and all of that was important because it made recruiting better and more transparent and obviously less bias and all of those things.”
14 / evaluation
“We started out selling and having a lot of users that were in product and in engineering and teams that were used to using whiteboards anyway and then needed to do it in a distributed way, but very quickly packaged different types of jobs for HR teams or marketing teams or design teams and pretty much anybody in the organization.”
15 / evaluation
“Actually, when I was there, it was more about people analytics platform or people intelligence platform because we were providing a deep set of data that companies didn't have before, but that category has since evolved as their go-to market has changed, as they've added new products to their platform and new features and things like that.”
16 / evaluation
“With Miro, I think when I joined the company, there was this concept of an online whiteboard, which also is a category, but it's a much smaller category and it wasn't something that a lot of people searched for. And I think the biggest motivating factor of thinking about category creation at Miro was how do we become something really big and needed by every company and not just this little thing that maybe product teams would use or maybe engineering teams or schools or something like that.”
17 / evaluation
“We need to show what big things are. And so your company values, for example, can shape how big and how deep you go with your brand, how authentic it is to the experiences that people have because ultimately, values play a big part because values are foundational to how people behave at the organization, how they work together, how they work with one another, how they work with customers, how they talk to customers.”