Kassen Qian

The Build It stage ends when management and the squad jointly believe that this product fulfills the basic narrative and is good enough to start releasing to real users.

" Brian and most everyone at the company is comfortable failing publicly , which I admire. But it’s definitely a challenge for us: figuring out how to be more successful merging that vision-oriented approach with an organizational muscle that helps us reduce failure."

Honesty & Culture: You build trust, credibility, and respect with the team.

2. Strong Product Leadership: in strong product companies, the product leaders are among the most impactful leaders in the company.

Problem 2: The need for a central source of truth - A change in plans (whether it was a priority or a launch date) was impossible to coordinate across all of these documents.

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.

2. Establish a culture of reflection3. Create more accountability

Ownership: I can give you a problem statement, but you’re the one who determines what your job is. You don’t get driven around by the team; you figure out what the team needs, and you deliver that.

6. Always Be Grooming New Leaders: Articulate the mission early in candidate interviews. Hire listeners that display intellectual curiosity. Offer high-performing PMs opportunities to onboard others.