Kassen Qian

One thing that distinguishes Stripe is that it’s an incredibly deep-thinking culture . It’s a written culture really focused on getting to the right answer.

Thinking about team management as a product: - Set up advanced listening mechanisms: help your PMs become better listeners- Keep your feedback loops healthy at all costs: Establish a consistent set of group and one-on-one meetings, ideally early in the week to help set the tone and get the team on the same page.- Your team should have a purpose as... See more

Users constitute an essential source of information, up to and including their interactions with prototypes and as paying customers.

There is just the feeling that it should all be exceptional. We should push for an extreme quality bar on all of the fronts.

Good product managers err on the side of clarity vs. explaining the obvious. Bad product managers never explain the obvious. Good product managers define their job and their success. Bad product managers constantly want to be told what to do.

Chesky pushes PMs to always lead with the perfect experience without constraint . "Airbnb has stretched me to think about entire experiences, not just software."

Your team dynamic is something you can always affect, even if you have no meaningful influence over the major strategic decisions of an organization.

Side benefit of this method: by forcing multiple iterations on a PR/FAQ, you implicitly gain the approval of everyone who reviews it, demands iterations on it, and subsequently approves it. This then means that when a product passes the PR/FAQ process but subsequently fails in the market, people are more likely to take collective responsibility.

1. Know Your Team's Dunbar Number : Building real relationships both broadly and deeply within the company while not overextending. Engineers should have a keen and current understanding of not only what the work is, but also the decisions behind each product feature. Context is king for cross-functional teams.