It’s because we have:
- the fear of being wrong
- an inability to be present
- a desire for validation
- a lack of curiosity
- the urge to impress
- a feeling of superiority
Listening, *really* listening, is a rare superpower.
I was a bad listener most of my life.
Then I fixed that a few years ago.
Night & day difference in my leadership ability.
I learned that we can learn to listen well.
A thread on listening (and learning it from movies🎞️)
👇🏾
It’s because we have:
- the fear of being wrong
- an inability to be present
- a desire for validation
- a lack of curiosity
- the urge to impress
- a feeling of superiority
The setup: World War II. There are disagreements among British leadership about whether they should pursue peace talks with Germany or an all out war.
Go on, watch the scene.
More from Shreyas Doshi
🗓️Recap of March 2021 content
Includes:
Solve THE problem
3 types of product leaders
Levels of product work
Getting work done
“I don’t know”
Good people, bad managers
Customer segmentation
LinkedIn Envy
On communication
Important definitions
Life-changing books
& much more..
👇🏾
A story that often plays out when we are not rigorous enough about the importance of the customer problem our product
The 3 types / hats / modes of product
An extremely important observation about product
A thread on getting work
Includes:
Solve THE problem
3 types of product leaders
Levels of product work
Getting work done
“I don’t know”
Good people, bad managers
Customer segmentation
LinkedIn Envy
On communication
Important definitions
Life-changing books
& much more..
👇🏾
A story that often plays out when we are not rigorous enough about the importance of the customer problem our product
A B2B Product Management Story: on discovering problems that customers actually care about
— Shreyas Doshi (@shreyas) March 28, 2021
Very visual story thread\U0001f447\U0001f3fe pic.twitter.com/SQKpmLtBGC
The 3 types / hats / modes of product
3 types of product leaders:
— Shreyas Doshi (@shreyas) March 26, 2021
1) The Operator
2) The Craftsperson
3) The Visionary
It is important for you as a startup founder or CEO, product manager, or a product leader to deeply understand these types, as you make decisions on whom to hire or whom to work for.
Thread\U0001f447\U0001f3fe
An extremely important observation about product
There are 3 levels to product work
— Shreyas Doshi (@shreyas) March 12, 2021
(1) The Execution level
(2) The Impact level
(3) The Optics level
When an individual & their team are fixated on different levels, often there is conflict.
E.g.
PM is fixated on (2), Team on (1)
PM on (3), Team on (2)
PM on (2), Team on (3)
A thread on getting work
How I like to plan my work:
— Shreyas Doshi (@shreyas) March 17, 2021
Limit meetings
\u21d2 Long scheduled work blocks
At end of the work day, plan next day
\u21d2 Easier to disconnect, be present
Fit the next day's tasks in calendar
\u21d2 Forces prioritizing
Plan next week on Friday evening
\u21d2 Go into weekend with a clear mind
More from Life
"I lied about my basic beliefs in order to keep a prestigious job. Now that it will be zero-cost to me, I have a few things to say."
We know that elite institutions like the one Flier was in (partial) charge of rely on irrelevant status markers like private school education, whiteness, legacy, and ability to charm an old white guy at an interview.
Harvard's discriminatory policies are becoming increasingly well known, across the political spectrum (see, e.g., the recent lawsuit on discrimination against East Asian applications.)
It's refreshing to hear a senior administrator admits to personally opposing policies that attempt to remedy these basic flaws. These are flaws that harm his institution's ability to do cutting-edge research and to serve the public.
Harvard is being eclipsed by institutions that have different ideas about how to run a 21st Century institution. Stanford, for one; the UC system; the "public Ivys".
As a dean of a major academic institution, I could not have said this. But I will now. Requiring such statements in applications for appointments and promotions is an affront to academic freedom, and diminishes the true value of diversity, equity of inclusion by trivializing it. https://t.co/NfcI5VLODi
— Jeffrey Flier (@jflier) November 10, 2018
We know that elite institutions like the one Flier was in (partial) charge of rely on irrelevant status markers like private school education, whiteness, legacy, and ability to charm an old white guy at an interview.
Harvard's discriminatory policies are becoming increasingly well known, across the political spectrum (see, e.g., the recent lawsuit on discrimination against East Asian applications.)
It's refreshing to hear a senior administrator admits to personally opposing policies that attempt to remedy these basic flaws. These are flaws that harm his institution's ability to do cutting-edge research and to serve the public.
Harvard is being eclipsed by institutions that have different ideas about how to run a 21st Century institution. Stanford, for one; the UC system; the "public Ivys".
1/“What would need to be true for you to….X”
Why is this the most powerful question you can ask when attempting to reach an agreement with another human being or organization?
A thread, co-written by @deanmbrody:
2/ First, “X” could be lots of things. Examples: What would need to be true for you to
- “Feel it's in our best interest for me to be CMO"
- “Feel that we’re in a good place as a company”
- “Feel that we’re on the same page”
- “Feel that we both got what we wanted from this deal
3/ Normally, we aren’t that direct. Example from startup/VC land:
Founders leave VC meetings thinking that every VC will invest, but they rarely do.
Worse over, the founders don’t know what they need to do in order to be fundable.
4/ So why should you ask the magic Q?
To get clarity.
You want to know where you stand, and what it takes to get what you want in a way that also gets them what they want.
It also holds them (mentally) accountable once the thing they need becomes true.
5/ Staying in the context of soliciting investors, the question is “what would need to be true for you to want to invest (or partner with us on this journey, etc)?”
Multiple responses to this question are likely to deliver a positive result.
Why is this the most powerful question you can ask when attempting to reach an agreement with another human being or organization?
A thread, co-written by @deanmbrody:
Next level tactic when closing a sale, candidate, or investment:
— Erik Torenberg (@eriktorenberg) February 27, 2018
Ask: \u201cWhat needs to be true for you to be all in?\u201d
You'll usually get an explicit answer that you might not get otherwise. It also holds them accountable once the thing they need becomes true.
2/ First, “X” could be lots of things. Examples: What would need to be true for you to
- “Feel it's in our best interest for me to be CMO"
- “Feel that we’re in a good place as a company”
- “Feel that we’re on the same page”
- “Feel that we both got what we wanted from this deal
3/ Normally, we aren’t that direct. Example from startup/VC land:
Founders leave VC meetings thinking that every VC will invest, but they rarely do.
Worse over, the founders don’t know what they need to do in order to be fundable.
4/ So why should you ask the magic Q?
To get clarity.
You want to know where you stand, and what it takes to get what you want in a way that also gets them what they want.
It also holds them (mentally) accountable once the thing they need becomes true.
5/ Staying in the context of soliciting investors, the question is “what would need to be true for you to want to invest (or partner with us on this journey, etc)?”
Multiple responses to this question are likely to deliver a positive result.
TW: suicidal ideation.
At the darkest days of the abuse I was being subjected to I decided to attend a conference for women in Los Angeles. I convinced my mother in law to pay for it because I couldn’t afford it. @ChristineCaine was preaching. I was desperate...
1/
I wanted to die, I didn’t see a way out and I had tried everything. I imagined many ways to die daily. The most recurring one was throwing my car down a bridge I had to drive over every day. I never did it because my kids were in the car and I was afraid one of them would...
2/
survive or I’d kill someone on the way down.
Christine spoke about honoring your pastors even when they weren’t great, she spoke of us expecting too much of pastors and how wrong that was. She said God would use our testimony if we submitted to our pastors.
3/
She said “honor your pastors, God will honor you.” She said more about having disagreed with her pastors but she submitted and God honored her and now she’s blessed. How if they are faithfully serving God, we need to support them and not forfeit what God has for us.
4/
I felt my heart drop into my stomach. I got up and went to the bathroom because I couldn’t breath and I felt like I was going to faint if I didn’t scream. I now know I was having a panic attack. I sat on the toilet w/my head between my legs, breathed and wept..
5/
At the darkest days of the abuse I was being subjected to I decided to attend a conference for women in Los Angeles. I convinced my mother in law to pay for it because I couldn’t afford it. @ChristineCaine was preaching. I was desperate...
1/
There are many reasons why the unfolding news of Ravi Zacharias\u2019 abuse is enraging. But for me, there\u2019s one other piece. The women he chose to abuse were young, massage therapists, ethnic minorities, likely women who were not in positions of power or education.
— Devi Abraham (@devi_writes) February 12, 2021
I wanted to die, I didn’t see a way out and I had tried everything. I imagined many ways to die daily. The most recurring one was throwing my car down a bridge I had to drive over every day. I never did it because my kids were in the car and I was afraid one of them would...
2/
survive or I’d kill someone on the way down.
Christine spoke about honoring your pastors even when they weren’t great, she spoke of us expecting too much of pastors and how wrong that was. She said God would use our testimony if we submitted to our pastors.
3/
She said “honor your pastors, God will honor you.” She said more about having disagreed with her pastors but she submitted and God honored her and now she’s blessed. How if they are faithfully serving God, we need to support them and not forfeit what God has for us.
4/
I felt my heart drop into my stomach. I got up and went to the bathroom because I couldn’t breath and I felt like I was going to faint if I didn’t scream. I now know I was having a panic attack. I sat on the toilet w/my head between my legs, breathed and wept..
5/
You May Also Like
"I really want to break into Product Management"
make products.
"If only someone would tell me how I can get a startup to notice me."
Make Products.
"I guess it's impossible and I'll never break into the industry."
MAKE PRODUCTS.
Courtesy of @edbrisson's wonderful thread on breaking into comics – https://t.co/TgNblNSCBj – here is why the same applies to Product Management, too.
There is no better way of learning the craft of product, or proving your potential to employers, than just doing it.
You do not need anybody's permission. We don't have diplomas, nor doctorates. We can barely agree on a single standard of what a Product Manager is supposed to do.
But – there is at least one blindingly obvious industry consensus – a Product Manager makes Products.
And they don't need to be kept at the exact right temperature, given endless resource, or carefully protected in order to do this.
They find their own way.
make products.
"If only someone would tell me how I can get a startup to notice me."
Make Products.
"I guess it's impossible and I'll never break into the industry."
MAKE PRODUCTS.
Courtesy of @edbrisson's wonderful thread on breaking into comics – https://t.co/TgNblNSCBj – here is why the same applies to Product Management, too.
"I really want to break into comics"
— Ed Brisson (@edbrisson) December 4, 2018
make comics.
"If only someone would tell me how I can get an editor to notice me."
Make Comics.
"I guess it's impossible and I'll never break into the industry."
MAKE COMICS.
There is no better way of learning the craft of product, or proving your potential to employers, than just doing it.
You do not need anybody's permission. We don't have diplomas, nor doctorates. We can barely agree on a single standard of what a Product Manager is supposed to do.
But – there is at least one blindingly obvious industry consensus – a Product Manager makes Products.
And they don't need to be kept at the exact right temperature, given endless resource, or carefully protected in order to do this.
They find their own way.
A brief analysis and comparison of the CSS for Twitter's PWA vs Twitter's legacy desktop website. The difference is dramatic and I'll touch on some reasons why.
Legacy site *downloads* ~630 KB CSS per theme and writing direction.
6,769 rules
9,252 selectors
16.7k declarations
3,370 unique declarations
44 media queries
36 unique colors
50 unique background colors
46 unique font sizes
39 unique z-indices
https://t.co/qyl4Bt1i5x
PWA *incrementally generates* ~30 KB CSS that handles all themes and writing directions.
735 rules
740 selectors
757 declarations
730 unique declarations
0 media queries
11 unique colors
32 unique background colors
15 unique font sizes
7 unique z-indices
https://t.co/w7oNG5KUkJ
The legacy site's CSS is what happens when hundreds of people directly write CSS over many years. Specificity wars, redundancy, a house of cards that can't be fixed. The result is extremely inefficient and error-prone styling that punishes users and developers.
The PWA's CSS is generated on-demand by a JS framework that manages styles and outputs "atomic CSS". The framework can enforce strict constraints and perform optimisations, which is why the CSS is so much smaller and safer. Style conflicts and unbounded CSS growth are avoided.
Legacy site *downloads* ~630 KB CSS per theme and writing direction.
6,769 rules
9,252 selectors
16.7k declarations
3,370 unique declarations
44 media queries
36 unique colors
50 unique background colors
46 unique font sizes
39 unique z-indices
https://t.co/qyl4Bt1i5x
PWA *incrementally generates* ~30 KB CSS that handles all themes and writing directions.
735 rules
740 selectors
757 declarations
730 unique declarations
0 media queries
11 unique colors
32 unique background colors
15 unique font sizes
7 unique z-indices
https://t.co/w7oNG5KUkJ
The legacy site's CSS is what happens when hundreds of people directly write CSS over many years. Specificity wars, redundancy, a house of cards that can't be fixed. The result is extremely inefficient and error-prone styling that punishes users and developers.
The PWA's CSS is generated on-demand by a JS framework that manages styles and outputs "atomic CSS". The framework can enforce strict constraints and perform optimisations, which is why the CSS is so much smaller and safer. Style conflicts and unbounded CSS growth are avoided.