This Week #1: Must reads on growth, what PMs should focus on when joining a new team, and the value of an MBA
Sep 2019
Even though you've interviewed someone and done extensive reference checks, you're still a little skeptical, not sure you want to trust them with the keys to the house. This metaphor captures why new team members must earn trust through actions before they can drive change.
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This Week #1: Must reads on growth, what PMs should focus on when joining a new team, and the value of an MBA
Sep 2019A new PM joining a team is like a new roommate moving in—people are skeptical and wondering if they can trust you with the keys. Spend your first 30 days building trust through questions and quick wins, your next 30 improving execution, and only then develop your strategic point of view. Strategy without trust is dead on arrival.
Gokul Rajaram on designing your product development process, when and how to hire your first PM, a playbook for hiring leaders, getting ahead in you career, how to get started angel investing, more
Jun 2022The first PM should be an engineer, designer, or analyst already at the company. They understand the founder and team dynamics, are trusted by both, and can assimilate culturally. External PMs with different processes often get rejected by the organization.
This Week #1: Must reads on growth, what PMs should focus on when joining a new team, and the value of an MBA
Sep 2019Find 2-3 quick wins in your first 30 days that make the lives of the team better—unblocking a blocker, resolving a lingering decision, or improving an annoying process. Small, visible improvements establish you as someone who delivers before you attempt to reshape strategy.
What Seven Years at Airbnb Taught Me About Building a Business
Jun 2019The people you bring in determine the company you become. Only hire people you feel 'hell yes' about. A 'maybe' hire is a cultural and momentum tax that compounds over time.
How to get into product management
Jun 2019Product managers hold disproportionate influence over key decisions yet lack direct authority over their teams. Success requires building trust, making decisive calls, and helping everyone do their best work—not through command, but through influence and credibility.
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