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
27 published records
01 / recommendation
“The first one is Leaders Eat Last. I really like that leadership book by Simon Sinek. Also two non-career related books is The Untethered Soul. It really has taught me a lot about being present and then also the Four Agreements, which is a very short and easy read, but good principles to live by.”
02 / belief
“I think that especially in high pressured environments, easy to get stressed and all that stuff.”
03 / belief
“As a growth team, I think one of the big values that we can have is actually giving that feedback back to other teams at the company.”
04 / belief
“I think sometimes when you don't know how you're going to work together, you end up stepping over each other's toes.”
05 / belief
“I know you're also a big fan of developing talent internally versus hiring experts from the outside and it's always this decision I think as a leader and as a company.”
06 / belief
“I would add an advisor if there is probably a knowledge gap on the team is I would say.”
07 / belief
“I do think it's a great question because I think that's a common thing people early in their careers struggle with, which is they could lose focus because they're trying to help everybody.”
08 / belief
“For me, it's not a question, but it's that stage of preparing before the presentation and getting a sense for what it's like to work with each other. I think that has been one of the best ways for me to get signal.”
09 / belief
“I think what it is, and it took me time to develop this, is I have a very people focused approach to how I lead and manage.”
10 / belief
“I think about Meta, not to throw them under the bus or anything, but I feel like everyone I know at Meta their performance review is very tied to their impact.”
11 / belief
“My intention is to set you up for success. That goes really far and I think that's a great example of how do you deeply care about somebody and give them direct feedback and you're giving them direct feedback because you deeply care and you also believe that they can do things differently.”
12 / belief
“I mean I think you can flat out ask, I'd like to get a sense of how you think about managing folks on your team, how you think about developing talent on your team and seeing what their responses to that.”
13 / belief
“In terms of developing talent, I think of this as stages of the life cycle of your relationship, right? So I think at first actually starts is a very meta as a growth person starts with when you hire somebody, really making sure you're finding somebody that is a good fit for the role.”
14 / belief
“I think in that conversation what's important is also saying, "I believe you can do all these things and I'm doing this to support you." Or, "I'm sharing this feedback because I believe in you.”
15 / belief
“I think that's it. I wanted to make sure, I know I talked a lot about developing people, so thank all the people that have helped develop me in my career and then especially thank all the folks that I've worked with and my team, especially the team at Webflow and particularly wanted to make sure to thank [Xing Lin 01:10:14], Rory Davidson and [Jo Wang01:10:16] who joined me from previous companies to Webflow.”
16 / belief
“The more we can help them by giving them information, making sure they can be successful, it's helpful. And I think guess lastly, it gives them a taste of what it's like to work with me.”
17 / belief
“I think when you have very clear goals, when it's very results-oriented, you could potentially be in a situation where people feel they're competing against each other and you just don't want that.”
18 / recommendation
“By the way, if you're looking for something to write an example of your actual client formation Webflow, I think people would love that.”
19 / evaluation
“Let's say we want to run an experiment on this part of the product, maybe it's a core PM that kind of owns that service area that doesn't want to drive that thing or let's say or blocked by a bottleneck on designer engineering. It's something where I think if you're thinking an owner, you are not feeling easily disempowered because you can't do something and instead you're thinking, "What is everything I can do and did I exhaust all the options?”
20 / recommendation
“Something that I do that I learned a few years ago that was super helpful, so I always have a presentation component to the interview process that checks for prepared thinking communication.”
21 / evaluation
“It really comes down to the product because initially I think most companies are leaning heavier into sales or heavier into product-led.”
22 / evaluation
“Then we realized people wanted a Teams product, so we built a Teams product, but we never created that whole blueprint of what should it look like and what are the different connection points across consumer business?”
23 / evaluation
“We actually then report into the revenue org with sales, and then we finally moved into product because we realized so much of our revenue was that product growth motion happening in the product that we felt it was important that that product team owned revenue.”
24 / recommendation
“You need to find your first a thousand or thousands of customers and you need to do it at scale. And so if that is the focus of the company, typically what I would recommend is somebody that they don't need to be an expert, but ideally they understand maybe one or two channels well and that they're the channels that you have hypothesis, you will find traction in.”
25 / evaluation
“Back in 2013, in tech growth was kind of like this dirty word and revenue was a dirty word, and so we were like, "Oh, a good product should sell itself. And it wasn't until our self-serve business started to slow down that we started our team because we realized there's a ton of opportunity in just optimizing the experience.”
26 / evaluation
“I often also put operating rhythms in it, so it's clear what is happening at what point. And so we created a flying formation when we were first starting the growth team at Webflow and we were trying to figure out how does product growth work with product, how does product growth work with growth marketing?”
27 / evaluation
“I think the moment you have a culture where people aren't asking questions aren't constantly revisiting their work, that's when you're not maybe pushing yourself to do your best work.”