Speakers in the public record
Claim mix
belief 14evaluation 6recommendation 4preference 3
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.
27 published records
“I really like Hooked. That's a book that I know came out a few years ago, but I find that that model is just such an effective model for thinking about how to create products that are engaging. I also really like Working Backwards. I think Amazon has such a unique way of going about building product, and they've been so opinionated about what matters within that process. It's great to get a really detailed window into that. I was always curious about how it worked, and Working Backwards was a great way too to understand that a lot better.”
- Publisher
- Lenny's Podcast
“I really like Hooked. That's a book that I know came out a few years ago, but I find that that model is just such an effective model for thinking about how to create products that are engaging.”
- Publisher
- Lenny's Podcast
“We use Descript/Descript, I also don't know how to pronounce it, on this podcast.”
- Publisher
- Lenny's Podcast
“A second thing is I think oftentimes people refrain from giving feedback when they feel like that feedback is going to be intrusive.”
- Publisher
- Lenny's Podcast
“Then the next thing is dependency risk, which is we understand what we think the levers are, but we may or may not have the tools that we need in order to make progress.”
- Publisher
- Lenny's Podcast
“I think the most important thing is people just get stuck on these and try to define them and make them perfect.”
- Publisher
- Lenny's Podcast
“I think oftentimes people don't spend enough time just picking up the phone and having a conversation one-on-one with the user of a product and getting into understanding their psychology, what value they're getting and how to really optimize for that.”
- Publisher
- Lenny's Podcast
“Another really interesting, I think, difference is the way that you market and grow for an early stage company is very different than how you might market or grow for a later stage company where you have much larger budgets.”
- Publisher
- Lenny's Podcast
“I think about velocity is sort of the quantity of work and latency is how quickly you can go from an idea to actually being able to test that idea and learn whether or not that idea was the right one.”
- Publisher
- Lenny's Podcast
“The person doesn't need to go into anything confidential, of course, but I think what's really nice about that question is it get you really deep insight into what they value.”
- Publisher
- Lenny's Podcast
“Ravi, this was everything I hoped it would be. I learned a lot. I had a lot of fun.”
- Publisher
- Lenny's Podcast
“We understand how to move retention or we think we understand how to move retention.”
- Publisher
- Lenny's Podcast
“There's not a clear end in sight, and ultimately both the leader and the team are frustrated. So I think the two really effective functional ways of leading are scalable leadership where the team has autonomy, you have confidence or selective micromanagement where for a brief period of time you might take away some of the team's autonomy to set them on the right track, but with the goal of getting back into that scalable leadership mode.”
- Publisher
- Lenny's Podcast
“Often what I've heard of as the distinction is the vision is sort of the vision that the company sees for the future, and then the mission is the mission that the company has in light of that vision. And I think you can really bring those two together and you can both describe that world and the role that the company plays in a single statement.”
- Publisher
- Lenny's Podcast
“I'm going to pull up a window that shows your visual of this thing and it'll show up I think in my screen.”
- Publisher
- Lenny's Podcast
“I think there's a lot of really good dating ideas that haven't been explored yet.”
- Publisher
- Lenny's Podcast
“I think a lot of times people that are at larger companies, they're used to working in a particular way.”
- Publisher
- Lenny's Podcast
“I spend most of my day in Superhuman. It's an incredibly fast email client, so I love having it on my team.”
- Publisher
- Lenny's Podcast
“These competencies I think are the same for APMs as they are for CPOs, and I can talk a little bit about how they change as a person gets more senior.”
- Publisher
- Lenny's Podcast
“I think the desire to always set outcome-based goals is just shorthand for we want you to move the needle and we want you to be thinking about that.”
- Publisher
- Lenny's Podcast
“I think a fundamental part of being a really good product manager is the ability to think about the user experience in a very detailed way to make sure that you're not just defining functionality, but you're really clearly understanding how that functionality turns into user experience.”
- Publisher
- Lenny's Podcast
“Because too often in a startup you can spend a lot of time in paralysis around analyzing market research or going through all of the different things you could do strategically, thinking about all the different potential variants that you could build, all the different pricing strategies, whereas instead, a startup just makes sense to kind of get to a point where you have conviction, execute on that, and then move on to whether or not that felt like the right thing, in which case you can double down, or that was the wrong thing, in which case you can shift direction and do that pretty quickly.”
- Publisher
- Lenny's Podcast
“If you ask me to remove retention, I can brainstorm 10 experiments, but I don't actually know why people are continuing to use our product. And so then it doesn't make sense to commit to a retention goal because you're going to sort of throw a spaghetti against the wall, have a bunch of experiments, [inaudible 00:49:16] will stick, and maybe you'll be able to move the metric, but you won't have understood exactly why, or you might move the metric in a way that is not tied to the strategy that you have as a business.”
- Publisher
- Lenny's Podcast
“The second thing is that rate limits the size of the team that you can manage because you can only do that for a finite set of people before you yourself are tapped out on bandwidth.”
- Publisher
- Lenny's Podcast
“Your ideal goal is to lead in a scalable way, which means you feel really confident about the direction of your team and your team has the autonomy to move in that direction.”
- Publisher
- Lenny's Podcast
“If you can think about a spectrum of you have a larger company, somewhere in the middle, you have VC-backed startups where you can take some of the ways of thinking about things that you learn at a bigger company and apply it because you have the ability to invest a significant amount of resources.”
- Publisher
- Lenny's Podcast
“You would never work with an architect that didn't provide you a blueprint of the house that they want to build for you because being able to describe a house in words alone is not enough.”
- Publisher
- Lenny's Podcast