Kassen Qian

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

Another one of the biggest benefits of a written PR/FAQ is that it enables the team to truly understand the specific constraints and problems that would prevent a new product idea from being viable and aligning on them.

2. Planning - Continually challenge product-market fit and keep the team aligned on a 3-6 month, mid-term vision, of the product. Requires more EQ and stakeholder management.

You’re a janitor: You do as much of the dirty work as possible so everyone else doesn’t have to (so the team operates more efficiently)

You’re a hammer: You live and you die based on your ability to convince other people to do what you need them to do for the good of the product. A hammer swings and builds -- push your team to ship.

A development paradigm that can be construed from the outside as setting great store by speed—or, I suppose, velocity—is invariably going to be under continuous political and economic pressure to accelerate.