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
19 published records
01 / recommendation
“Oh, 15 Commitments of Conscious Leadership. Definitely on that book. I'd just add books I've never recommended before. Probably Innovators Dilemma. It's probably my number one favorite book for product managers and product leaders.”
02 / recommendation
“There's some free resources on her website. I love Conscious Leadership Group's work here.”
03 / belief
“Part of what I think is pretty exciting about product management is you are a leader from day one in product management.”
04 / belief
“Actually, what I think is maybe a little bit more important here is before you learn to drive.”
05 / commitment
“We will link to all those in the description of this podcast so folks don't have to Google around.”
06 / belief
“I think so. This is where the words are squishy because there are a lot of people who are mentoring, who are also stepping into a coach role occasionally.”
07 / belief
“You're so close to my heart, all the work that you do, everything you bring into the world, the amazing products that we get to use that I'm sure you're working on right now that we haven't even seen yet, that you can't wait to share with us, and the cultures and teams that you make better, so your very existence. So I would say you can be helpful to me by just keep doing what you're doing.”
08 / belief
“I think the reason people don't do that work is because it's so hard. Difficult conversations are difficult.”
09 / belief
“Next question is around I think your most popular post that you've ever written, and maybe the thing that put you on the radar of writing, is around how to hire a product manager.”
10 / evaluation
“So most leaders are operating from a place of fear, reacting, seeing problems, and threats. That's because that other question of how do you do it is such a hard one to answer.”
11 / recommendation
“You get to sharpen those skills, develop those intuitions, get better and better at that, so that when you do someday, if this is right for you, become someone else's boss, you've already been able to lean into that.”
12 / evaluation
“I started to simultaneously recognize the shortcomings of giving advice, because it seemed like, well, I can meet with these folks, I could tell them what I did, I could tell them what Google did, and that'll answer all their questions.”
13 / evaluation
“I don't know if we're supposed to talk about living people here, but definitely as I think about in my profession, they really set the stage and created the environment that coaching could even exist.”
14 / evaluation
“I think my clients are also very introspective and surrounded by great mentors and advisors and have all sorts of people in their life who can help them, but are realizing that a lot of the work is going to be internal work that's going to get them to the next level.”
15 / evaluation
“I work with a lot of leaders and sometimes that's come with a pretty significant cost, this juxtaposition, maybe your happiness, your health, your marriage. There's been this existential crisis of I don't know if I love this anymore.”
16 / evaluation
“Great managers, I think, especially the best product leaders, understand how to put the coach hat on and when it's appropriate to put the coach hat on, and are explicit about that, are like, "Okay, let me take off my manager hat now and put the coach hat on.”
17 / preference
“I like the word postures because it seems to click different ways that we retreat into this reactive mode.”
18 / preference
“For me, the key to that was letting go of needing to be liked and redefining it as an admiration that takes place over time. So rather than I want to leave this room with everyone liking me, I started to realize I want to be the type of leader where, a decade later, people say, "I would work with that guy again in a heartbeat.”
19 / evaluation
“Absolutely. That's why I think so much of the focus on the skills, the frameworks, it can be limited as you develop these capabilities, because it's inner work.”