The art of influence: The single most important skill that AI can’t replace | Jessica Fain (Webflow, ex-Slack)

0:00 As product managers, one of our best sets of skills is curiosity and empathy and trying to understand our users. But the moment That we're talking to an executive, we forget those skills and those talents. It's your fault if the leaders didn't buy into your idea. People completely misunderstand how executives make decisions, what is going on in the heads. I describe an executive's calendar as a strobe light going off. You wake up at 8 a.m., you've already got a huge list of urgent things going on they have not had The time, the energy, the wherewithal to center your problems. What are their goals? What are they trying to do? How are they measured connect the thing you're pitching them with that success? There's ways for us to ask. Much more interesting questions of our executives. Tell me what the board is pushing you on. Excepts want to be successful, too. They want to be good at their jobs. Sometimes you have the best idea and they just don't bite. One of the biggest things you can do to build trust.

0:55 is kill things, deprioritize things. If you're thinking about how do you be more senior, how do you show up in a way that is in a leadership mindset, you get paid to be a domain expert. Your executive Is looking for you to be the deepest person in the room. Bringing your expertise to bear is absolutely crucial. You have to act like a CPO. Today my guest is Jessica Fayne. Who's been a product leader at Box and Slack and Brightwell and now at Webflow. And she has gotten very, very

1:27 Uniquely good. At the art and science of influence. And in particular, influencing executives. Influence might be the single highest leverage skill for product leaders outside of AI. We actually get into how AI is changing the skill of influence.

1:42 I've never heard a podcast conversation get deep. Into the art and science of influence had actually. change people's minds and the mistakes that people make when they're trying to influence leaders. We get very tactical and very specific. There's a bunch of stuff in this conversation that I've never heard before or thought about. I am very excited for you to learn from Jessica. Before we get into it, don't forget to check out Lenny's productpass.com.

2:06 For an incredible set of deals available exclusively to Lenny's newsletter subscribers. Now let's get into it after a short word from our wonderful sponsors. This episode is brought to you by Omni. Many product teams today are in the process of debating how to ship AI analytics. The hard part is obvious. Having an LLM guest at SQL in production is a huge mess and just a bad idea.

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3:49 Get started for free. At lovable dot dev That's lovable dot def. Jessica, thank you so much for being here. Welcome to the podcast. Thanks for having me.

4:02 It's my pleasure. Let's set this conversation up. We're gonna be talking about the skill and the art of influence. And In particular, uh influencing executives and leaders, people above you that you want to convince to do the things you want them to do.

4:18 Help us understand why this is worth people's time. Why is this worth the next hour if someone listening to this? Why is this skill so important to people's careers? I think as product builders there's almost not a skill that's more important. influence and building Momentum behind great ideas.

4:36 is the way that great products actually get built. And if you don't have that influence, if you don't have The buy in and the backing of your key stakeholders, of your executives. You can't build great products. Something that I personally

4:50 Went through. is just like I I was in a period of like I don't need to work on this Skill I'm just like I'm just gonna do amazing work. I'm just gonna it's gonna sh show itself. Everyone's gonna recognize it. And you just everyone run into this wall of like, Oh man, all these other people are getting promoted. Maybe talk about that because it feels like that's a big trap.

5:08 People run into you. I think why I wanted to talk to you about this is, you know, when I was an I C PM I was putting forth ideas. I was trying to reflect what I was hearing from my customers. I was trying to get sort of buy in and excitement about the work that I thought was really gonna move us forward. And at the time that I'm thinking about I was a PM at Slack and And some of my ideas got people really excited, you know, got me

5:33 funding and backing and Just really a sense that we could accomplish something great. And some of my ideas and the things that I really, really believed in. Died on the vine, they went nowhere. And I was so confused and frustrated, honestly.

5:49 Because I felt like Hey, I really get this user base. I really understand what's gonna move the ball forward, and I don't understand. How these decisions are actually being made behind the scenes. And uh I was uh eight months pregnant, eight and a half months pregnant. April Underwood, who had just been named CPO of Slack.

6:08 Um she had just come back from maternity leave. We had a two day overlap. And I sort of got up my courage and I said to her, April I've admired you for a long time. I love the way you work. I I really love the way you think. Um, and I really want to understand it better. If you'd ever consider having a chief of staff. I'd love for you to consider me.

6:28 And when I came back from that maternity leave, I came into a stint. as April's chief of staff and was later chief of staff to to Mario Hoshua, um, who succeeded succeeded April. Who's then on the podcast, right, and is now uh Uh CPO and head of AI at Atlassian. Tamar, don't um be mad if I messed up your title. And what I learned through that process. Із people комплектли міси.

6:54 How executives make decisions. What is going on in the heads, in the calendars, in the incentive structures of executives. And instead of really understanding where that exec or stakeholder is coming from, They center themselves, they center their own desires, their own motivations, their own slice of the world. And they end up just not being as successful, both in their career, but also in the types of products that they're building. What's an example of that when you talk about

7:23 People don't understand how product leaders actually make decisions, how they decide what to do, what to listen to, what's an example. Oh my gosh, I think the biggest example of this is People don't understand executive calendars. Right, a lot of times on Google Calendar.

7:38 It's blocked. You can't see what they're working on. But I describe an executive's calendar as like a strobe light going off. You know, you wake up at eight a.m. You've already got a huge list of urgent things going on. You go from a meeting. with finance on a budget to an interview for another executive to a people problem to a legal problem to a product review. And The product manager coming to that product review or the leader who's trying to make a pitch.

8:06 Thanks. I've been prepping for this meeting for two weeks, three weeks, maybe six weeks since we last spoke. But the executive coming into that session hasn't thought about you since. They may not have gone to the bathroom today. Right.

8:21 And you have to understand. That they have not had The time, the енергії, the whereвиtal. To center your problems. And you have to help them get into that mindset.

8:33 So this is as simple as execs are people too, right? They are running around context switching in the most insane ways I've ever seen. And everything that comes across their plate. Is an emergency. So one of the biggest tactics I think is so important is Just take thirty seconds at the top of a meeting. Why are we here?

8:52 What happened the last time we talked? Why is this important to you? Why is this meaningful? And really remember. That They are not thinking just about you.

9:01 they are optimizing for a global maximum and not for the local that you're m you're optimizing for. Essentially this is how to help someone in this world that is running around from meeting to meeting without context on most things. Maybe hasn't had time to go to the bathroom. How do we Help them see what you want them to see.

9:17 And maybe buy into your vision. And suggestions. Yeah. I think that um You know, one of the ways that I phrase this is how do you get the best out of your exec? How do you help them be their best selves? We often think about how we show up in a meeting.

9:32 Or the doc that we wrote or the prototype that we've got ready, but we don't think about how they can be at their best. How do we give them the right kind of information in the way that they communicate? You know, we as product leaders have to be communication chamellians. We have to be speaking their language, like love language is right, but appropriate for work. And you have to think about. Do they really uh turn a spark? With a design.

10:00 with a customer story with a dashboard with an experiment And how do you understand how their best brain, how their best expertise gets turned on to give you the best of themselves? But part of that is literally just setting up a meeting effectively so that they can have the context. the wherewithal, the sort of breath at the beginning of the meeting to to dive into it. The other thing I always

10:24 Tell you. uh people I managed is it's your fault. If the leaders didn't buy into your idea. Like it's not you can't just be like ah, they never they just don't see it. It's not my fault. I they They agreed to do something else. Uh, I always hold like that's just you not able to influence them and convince them that you're right.

10:40 Yeah. And I uh Annie Pearl, who was my first PM manager back at Box, uh she's a former podcast guest. Also former podcast guest, uh former CPO at Calendly in Glassdoor and now at Microsoft. And and is just the best. She always said to me, It's not my fault, but it is my problem. And I think that that's the vantage point that a product leader has to have. Especially if they're trying to put themselves in the in the shoes of an executive.

11:05 As product managers, one of our best sets of skills is curiosity and empathy and trying to understand our users. But the moment that we're talking to an executive or to a stakeholder, we forget those skills and those talents. And we begin to think about Our ideas, getting that approval, getting to the next meeting, whatever it might be, the incentive that we are driving. We don't think about the curiosity and empathy. For

11:32 What they're thinking about. For what their incentives are for how their day has been. And if we can take some of those skills of building great products and think about our executive as our key user here. then we can have a much, much more Productive conversation. You know, I think one of the most disastrous things you can do is going into a meeting just looking for approval for your plan.

11:55 Instead, if what you go in with is How can I learn? How can I strengthen this plan? How can I use the domain expertise, the context, the um the experience that this person brings to the table and imbue that into my product work. Both. The executive will like you better. Because they will feel like you've actually built product alongside them.

12:16 But You will also end up with a with a better product. You know, I often hear people say to me, Oh, they just don't get it. Right, they don't see what I see. They're not in my meetings, they don't know how hard this is. Fine. If you don't respect that person, if you don't believe they know something you don't, you need to quit.

12:36 You need to go work somewhere else. But if you respect them. If you think they have something to offer you, that they got to the place that they're at because they learned and they developed a skill. That you're trying to gain. Awesome.

12:48 Take the feedback. Take the insight. Ask questions and don't just treat it. Like A rubber stamp.

12:56 because that's a failure state and it's a failure state that they don't like. I wanna dive deeper into this stuff, but first Something on my mind is Some people might be turned off by this topic. In terms of

13:08 It may feel icky of just like oh I don't wanna try to be this like manipulative person and You know, deal with politics and uh influen like I just wanna do awesome work. Why do I have to do this? Speak to that person that's kinda just like feels icky about building this and working on this and being this person. Yeah. I think that when people frame this as politics, they're completely missing the point.

13:29 Politics is manipulating outcomes in people for your own gain. Influence is about increasing the odds that your good ideas survive. And I think what happens is people actually let ego And let their own Narrative their on scope of influence.

13:49 Get in the way of empathy. Right, so this isn't politicing, this is learning. If we treat our stakeholder conversations as discovery interviews as a way to Strengthen our ideas. then we end up in a much much better place

14:03 And if we do that in a in a genuine and low ego way. Um I'll give an example here. Um Noah Weiss who succeeded um Uh Tamar Yoshua as CPO of Slack and also a former. What a run we're on here. Oh I uh no yeah, and I l I've learned so much from Noah.

14:23 We sat down uh to write product principles for Slack. And uh Ethan Eisman, our head of design, um, was leading that initiative. But really, this was a lot about codifying. The early ideas that made Slack great, especially from uh product principles and and sort of craft perspective. And we started talking about this. Um, and Noah had been at Slack early on, and he he pulls out like a small notebook that he kept in his bag and he said, You know, I actually have a section of this notebook that I've been keeping things I learned from Stuart over the years.

14:55 Now It he hadn't been keeping that notebook because he said to himself, Oh, one day we're gonna write product principles and I'm gonna want these quotes on hand. Or I'm gonna show off that I have this. No, it was for genuine learning and growth of his own Ideas and place as a product leader.

15:12 that he was taking those and and what it allowed him to do was Reflect back to Stuart. Ideas and principles that he had, but also grow his own product sense intuition. And as an organization, it then allowed us to scale those principles. Um and I think was a really, really important part. And we worked with a lot of the sort of early Slack folks and the people that had

15:34 really developed that culture. But It was folks who had really tried to grow and learn. They weren't trying to politic. They were trying to build great products.

15:43 And that's the approach we have to take. Okay, so what if your Not working for a Stuart. Which most people you know, store also for more podcast guests. I feel like uh just the alumni of Slack, holy moly, just like this is a

15:57 What a just the fact that I have so many of these people on the podcast. What a sign of being an incredible team. Okay, so yeah, so most people do not work for a steward that has incredible product sense, really cares about craft and Uh, you know, most people are like I d he's so or she is so wrong about what we're doing. This is such a mistake. They don't listen, they don't know what they're talking about. How do you deal with that? One assumption I have of of how pa folks may misunderstand this skill. Is that they have to be a yes man.

16:26 They have to take everything that the um the leader said. And do exactly that. That is Absolutely wrong. You get paid to have an opinion.

16:37 You get paid to be a domain expert. And in a lot of ways Your executive Is looking for you to be the deepest person in the room, especially if they're good at their job, right? They're looking for you to be the expert. And so bringing your expertise to bear. Is

16:52 Absolutely crucial. Um, you know, Elon Frank, who was who was my boss at Slack as well, is now CPO of Checker. She always had a customer anecdote in his back pocket. Like I can hear him in my head saying. I was just on site last week with so and so, and they said blah blah blah, right? He always brought his expertise to bear, and many of the executives at Slack were not from a strong enterprise background. So he could bring that to the forefront. I think that has to be married again with that.

17:20 Curiosity and empathy. If you hear something that you don't agree with, this is something that on a guy on my team does super, super well right now. You know, he'll hear something that flies in the face of of what he's The data he's seeing, the insights he's gotten, his experience.

17:35 In his domain expertise. And he'll say. That's so interesting. What led you to believe that? That kind of question is actually curious about

17:46 This person said something. That I think is Done. But there must be something behind it. And so if I actually care what's behind it, and what you end up doing in that.

17:57 In that question is co-creating with the person who offered the opinion in the first place. You're able to say to them I'm interested in what led you to that belief, your experience, did you have a meeting last week? Are you getting pressure from the board right now in a certain way? What is leading you to that belief? I think one thing that really trips people up is

18:18 Execs are so good at seeming certain. They say things in an authoritative way. with confidence, with surety, because so much of their Work is having to make those Ultra fast decisions with little information.

18:35 But if this is someone who is also a learner, who is also has a growth mindset. then If you are able to help them unpack why they believe something and then respond with your own domain expertise. You were able to get to a better solution together.

18:50 I love these very tactical phrases and Tips for how to deal with someone, say a leader, say your Let's just say this is like you know they're A director of product, you be a product CO that you're d trying to convince to Agree to plan.

19:02 So one phrase the phrase you're suggesting here is Uh that's so interesting. What led you to believe that? Um anything else along these lines. Say you're pitching your product or an idea to Say a VP of product. And they're just like, Mm.

19:15 What el what else would what else what else works? The earlier that you can understand. the belief system and the things that are important to them. The better off you're going to be. So

19:26 Very, very early on in this process. What is top of mind for them? I can count on one hand when I was chief of staff. How many people ask me for advice before going into a product review with our CPO or other executive team to say, What do you think is most important to them right now?

19:42 Use the people around them, their EA, their chief of staff, the people who have successfully pitched ideas in the past. And say What worked? What do you think they're worried about? What are the risks? And in an age of the tools of AI that we have. This is so much easier than it's ever been, right?

19:59 You can ask Slackbot. What has Rachel been posting about lately? What what do you think is most important to her? A colleague of mine up here on on our product leadership team. trained a GPT on a bunch of um transcripts from past product reviews that are all publicly available. And

20:16 We expect that our PMs are running their PRDs or their their pitches through that to say What's Rachel gonna push back on? Where are their weaknesses in this idea? You can also train things on where are your own weaknesses. I know I've gotten feedback in the past that my data is a little thin or that. This kind of UX thinking is then give me feedback on that. Claude's amazing for this. And so I think that the the first step Is actually just saying

20:41 What's important to them? What do they want to hear? An anchor on that. I think the second piece is going in. To learn not to convince, and the earlier on you do that, the better.

20:52 So we have something at Webflow uh called office hours. As early as you can, you are having these conversations to align on strategic direction. Maybe even before you have a one pager. You know, uh, we implemented something at Slack with Stuart. Because we realized we were coming to him with like Done designs. And he was like, What the fuck is this? I this is completely different than how I had this in my mind. So Ali Rail, early Slack employee, implemented something called Hey Stuart, what do you think?

21:22 And we would just sit with him for half an hour and say What do you think on this topic? What's your belief system, what's your past experience. And we started with a user interview, right? We started with We actually want to download your expertise here.

21:34 I think that when you engage execs in that way. It's really, really valuable. Like one of the things I see people Do poorly is They don't ask for the time. They

21:45 You know, this is sort of in counterpoint to what we were talking about before with how busy their calendars are. But they're afraid to ask for more time. To get that insight. But sometimes if you don't, you miss the point. Something that

21:59 We hear a lot on this podcast. Is as a product leader as a leader of any kind. You want to have a point of view. You wanna come into a discussion with here's

22:08 Here's our options. Here's what I think is the right solution. And then at the same time as you're describing, you wanna come across as I want to learn. I'm not here to convince you. I'm here to just like help understand your worldview and the where you think the right path is. How do you think by just those two kind of that balance of

22:24 I have something I believe is right. And okay, but I'm here to learn and get your feedback and see what you think makes sense. Okay, so my advice on this may be a little paradoxical because um I think people make mistakes in both directions on the polls here. On the one hand, I think there's an error people make of

22:41 Trying to show too much work. Trying to tow too much upfront proof point. We talked to sixteen participants from these fifteen GOs, and this is the statistically significant And the exec is like I'm so bored, I'm gonna die. I remember I did this in a review once and

22:59 Literally the person I was most trying to convince glazed over, got on their phone, and I totally blew the meeting. Because I was trying to prove that I had done my homework. Put it in the appendix, right? They don't need to know every single detail. The baseline expectation is that you did your job. And that you this that this is built on a solid foundation of your domain expertise. On the flip side

23:22 I think there's some balance of showing your work. That Helps elucidate why your solution is best. So one of the mistakes I see people giving is is doing is giving only one option. I think that people if you say I mean this is also like classic

23:39 Pricing and packaging strategy, uh give three options and the Goldilocks in the middle is the perfect one, right? But I think that what that actually allows you to do is say Hey, we considered We are not dumb. We did not miss something. You think we missed something, but no, no, no, we actually considered this. So We had a recent product review with my manager, Rachel Wollen. Uh she was a recent guest on how I AI.

24:03 And we uh brought a dock uh a sort of reasonable approach to what we thought was the sort of problem and strategic space we were going after. It didn't go well. It really didn't match her expectations. And the feedback she gave us, which was really, really the right feedback. Where's I don't understand how you're thinking about the permutations of possible here. Because we had only given one option set.

24:28 And so what we did following that review is we said Hey, we really wanna sort this out. We wanna get moving, we wanna show Um, that we can really get building on this on this product. And alignment is the next stepping stone for that. Can you meet in two days? And we turned around a new doc in two days that actually showed all of the options we had considered, but hadn't brought to that first review.

24:52 And once we elucidated all the things we considered. And why we thought they would or wouldn't serve the outcomes we were driving and the technical complexity behind them. She was like, Oh yeah, okay. I see why the solution that you're proposing makes the most sense for what we're trying to accomplish. But in the first version, in the first meeting, we hadn't kind of shown that and we hadn't workshopped it through her.

25:16 And so Sometimes it you know, really tactically. You you want to have that available to you. It's not necessary to put All fifteen options you considered, but at least be ready to show them. Have them in an appendix, have them in a draft Figma file, whatever it is. Um we uh we we used to have this rule.

25:35 After a design review with Stuart. We'd go through the design review and he'd say No, do it exactly like this. I want, you know, the button here and the interaction to be this. And Frankly, he always had better ideas than than we did.

25:48 But we would come back and we called it Stuart plus Two More. So we did exactly what he asked for. And then two other versions that we felt good about. And then it gave us a uh forum for conversation. To debate the merits of each

26:05 Type of approach. Awesome. Okay, so there's a bunch of advice here. One is The default is don't go in with here's our whole process that landed on this. Suggestion.

26:14 Uh but have that ready'cause they may ask for that if they don't buy into it. Another is present options and then there's a here's my point of view, here's why I think this is the right one. And then if they dig in you Have be ready for more options. Have you have you ever looked into the Minto Pyramid?

26:29 Way of presenting stuff. No, I don't know what that is. Okay, so this is there's this uh lady Barbara Minto. She uh she's like from the fifties, I think. She was the first female uh consultant at McKinsey or something like that. And she kind of figured out the best way to present. information to execs is

26:45 Uh as uh backwards. Essentially it's Instead of here's our Process. Here's all the things we did. Here's our set of conclusions and then here's our recommendation. It's flippant.

26:55 Start with here's a recommendation. And then here's the things we explored, and then here's the evidence behind that. Feels like that's kind of what you're describing. Yeah, I think that's a really good way of doing it. I think my only Gloss on that.

27:10 Would be that people are really different. Right? Like execs are people too. And so one of the things that I think is really important is understanding What is the literal format storytelling pre work that is gonna work for that person? You know, some people.

27:26 hate a PowerPoint. And it's just gonna crush their soul if you start doing that. Um Some people Only want to see the data and not the user, you know, the the qualitative research.

27:37 Um and so I do think it is about Really understanding their communication style and execs, if you're listening to this, it's really fucking helpful if you tell people because you actually know what you like and don't like. And so just tell people. I prefer a dock. I want no upfront explanation. I want 10 minutes of quiet reading time, and then we can come back together. That's a particularly effective. um means for for very busy people and short meetings

28:04 Um, and especially in remote work. Where presentations just don't work very well. Some execs are willing to do pre reads, some aren't. Um, and I I think you just have to be willing to accept that

28:16 They are also human and you're trying to give them the best shot at impulcating the information in the way that is meaningful to them. So there's a bunch of s uh For how to Kind of set yourself up for success.

28:31 One is What you just described, which is just Think about how do they respond best, what kind of setup do they respond best to? Is it a Presentation, is it a Here's what we recommend. Here's three options. Is it

28:43 uh data something else. So there's like just Understand. Here's what this person likes. They w they don't wanna they wanna like five minutes fast. Conclusion. Why? Uh

28:53 Then there's your advice of Ask people that know them, what is top of mind for them right now. Because they may be like, This is the big bet we're making right now. If it's not aligned with that, they're not gonna care. So it's like either either ask them or ask people around them. What's top of mind for them right now.

29:10 And then there's this idea of simulate almost simulate them. feed all the previous meetings with them into say Claude Project or something like that. Create a little GPT and Run your idea by them and like what would you say? I will tell you, I am not a big fan of the what's top of mind for you.

29:26 Uh question. This is a hot take because I think that what often people do is they think through Their top priorities, their top experiences. You know, if we were trying to do a research study

29:39 Uh to understand the day to day lives of our users, we probably wouldn't say what's top of mind for you. We'd say, tell me how you spent your day. We'd say What's the most Urgent.

29:50 priority for you right now that you're really scared about messing up. What um pressures are you facing? And so I think there's ways for us to ask. Much more interesting questions. Of our executives.

30:03 Um, I recently did this with our CEO. I said Tell me what the board is pushing you on. Because every's got a boss. And uh even a CEO who seems so powerful and competent and Um and and sure.

30:18 Is getting pressures, right? What are you seeing as the the key inputs to your success? The other thing people don't realize is Excets wanna be successful too. They wanna be good at their jobs. And how can you

30:33 Help them, I m in the best case scenario. your incentives at a local team level or product organization level. really closely align with their incentives, that you're working on something that really matters to the company. If you're not, you really should be having that conversation because you'll be in misalignment from the start. But if you actually have alignment, point out that alignment.

30:54 How is the metric that they're trying to move, the OKR they're responsible for the board pressure that they're under going to B improved by the thing that you are proposing and how do you get there together? So I think that One of the things people really miss out on here.

31:12 Is What are the success criteria for an exec? And how do you model your world? To amplify that success. So that both of you can be more successful.

31:25 Okay, that is such an important lesson before we I f follow that thread. Just to clarify this question of what is top of mind. Your advice uh was Ask people around them what is top of mind for them. Don't ask them directly this question. Top of mind has become this sort of trope.

31:40 Right. It's uh it's execs right a weekly write up of what's top of mind, and it sort of becomes this generic uninteresting sort of neutralized frame. And so I think the question What's top of mind for you has actually lost some of its firepower. And instead We have to get at what is

32:01 the emotion, the um The sort of drive behind it and and what's the spicier question that'll get a more interesting answer? So then but going back to those incentives piece, such a Powerful

32:14 Liver. For getting anyone basically to get anyone to Agree to what you want. Which is What is what are they what are their goals? What are they trying to do? How are they measured

32:25 That was a success for them. And then how's the thing you're pitching them? aligning with that and will help them achieve That specific goal. Right.

32:33 And in a product in building products together. Your incentives should be making your user successful, making your business successful because of that. And so what do they actually believe about that? It's not just about, oh, they want a promotion or they don't want to get fired or they want to hit their care. Those are very, very real human things. But in an ideal world

32:54 In product work, it is really based on building incredible products. for your users and therefore great Outcomes for your business. And so I think a big part of this is actually understanding their strategic insights and what they believe is going to move the business forward. um most effectively. So after I was chief of staff, I took over Slack's core product team. We worked on channels and emoji and search and messaging and

33:20 There was a real feeling from our executive team that we had a bit lost our mojo around product craft and we talked about, you know, painting the insides of the cabinets. We really wanted such an amazing experience for our users. That was one of the things that makes made Slack great in the first place was just it really felt like a product that took that Usability to a ten X place.

33:46 And there was a sense that I had heard from our leadership. That we weren't quite there and we had lost some of that. And that was so, so important to who we were and how we showed up for our users. And so we implemented something uh called the customer love sprint. Uh we said okay. Engineering, stop what you're doing.

34:06 Аз на entire team We're gonna spend two weeks. Just painting the inside of the cabinets. The only rule was engineers got to pick what they worked on. We we supported them from a PM and design and customer support perspective. We gave them tons of ideas that engineers could pick what they worked on. The only rule was that you had to ship something.

34:25 You had to ship something that was good for users. And what we did is, you know, you could call this a bug bash. You could say, Okay, you gotta fix these. Uh you know, these these rough edges, these these misses in the product. But we made it a huge deal. We made it really exciting and fun. And we had a big really fun judging competition that our executives took part of, and we really brought back.

34:49 That part of our culture that we had. Lost out on a bit. And it spoke to What our executives believed was a differentiation for us, and how we were going to show up in the market, show up to our users, grow our user base. By making it feel special.

35:06 And we were s able to say, Oh, we shipped. Sixty five improvements this week, this this sprint. And and that felt really, really aligned with what they were trying to accomplish from a company perspective as well. Okay, so to summarize the kind of tactics So far. One is

35:23 Align your pitch with The person you're trying to Hitch. is incentives. I don't know if the grammar on that sentence works.

35:32 But what are they try what does success look like for them? Connect the thing you're pitching them with that. Success. Yeah, I think that um Aligning your incentives is, yes, really, really important in a product pitch. If you're thinking about a product pitch, how does it connect to the company goals? Are you trying to um improve conversion rates? Are you trying to grow enterprise customers? Are you trying to be perceived in brand? Are you trying to break into some new category? Of course. You have to align on a new pitch. I think the

35:59 Inverse of this. Is how do you use That incentive structure to also inform regular roadmap not. uh you know just net new product ideas or net new pitches, but you're actually

36:14 imbuing your entire team and your thought process with that incentive structure. It's a deep understanding how did the okayers get to be the way they are? How did the positioning statement get to be that way? How do I understand that and deeply embed it into my team's culture so that we're reflecting What our exact team, our leadership has said is important. So basically everything should feel like it's a cohesive set of priorities based on some outcome you all agree to.

36:42 And mission. Yeah, and I think A a big part of this is also metrics and data and what you're actually measuring your your own teams on. You know, we talk a lot about uh leading and lagging indicators. Um, or in the nonprofit world, this is called theory of change. Uh, there are many steps. You yourself and your individual team may not be able to directly move enterprise revenue or directly move conversion rate. But you believe, and the company has a belief that

37:10 Painting the inside of the cabinets, having an exceptional customer experience. will be the thing that leads to Customer attention, customer conversion, um, user satisfaction. And so how do you Make sure that your metrics and the things that you're proposing to actually shift.

37:28 ladder up really, really clearly to those, and that your executive agrees to that. Okay. And then the a second lever is Trying to not go into a conversation, even though you are trying to influence them, it's to go into it with an open mind and in a learning mindset.

37:45 Use this phrase. Uh That's so interesting. What led you to believe that? Right. And I think in that is

37:52 Um a disarming. Of the executive. You know Again, going back to like How do you get the best out of them?

38:00 You want them to feel comfortable. You want them to feel like they can be honest with you. I think Something I see people miss often is they don't follow the subtle threads that executives lead them, the sort of breadcrumbs of opinions. You know, and I'm in a Uh sort of more

38:18 Clear cut scenario. Your leader, your executive will say to you Okay, I'd like a brief on exactly this thing, write it generally this way, let's review it in a week. That's a very clear cut ask. But very, very often the asks are more subtle.

38:33 I wonder if I'm thinking about Have you considered And what I find is that people don't take the bait. And the best people do.

38:44 So I'll give you an example. Just last week, um, you know, we've been working a lot on as uh skills get democratized across web flow, everyone can do design, everyone can ship code. Uh everyone can write a PRD. How are we enabling people to move as fast as their brains and tools? We'll make them. Rachel, our CPO, said

39:04 You know, hey Kev, our head of design, we're gonna have to think about Design reviews at some point. And within an hour Kev had had a loom put together of hey, here's a framework of high-risk design changes, low risk design changes, blast radius, release processes. And how we might allow

39:21 Anyone in the organization to have designs ship to production. That was a thread. She didn't ask him to do that. He didn't need to follow up in that timeframe, but he recognized that the organization's incentives are to keep empowering people, to keep everyone moving fast, to keep everyone um really excited about what they're building as well. And he knew that he could slot in and respond to this feedback really, really quickly. A lot of times. I soli don't take that invitation.

39:50 From the executive to actually engage. on the feet the subtle feedback they're giving, you know. uh an example from my past where this didn't go as well. was um We were in a strategy review, you know, sort of a quarterly strategy review. And it was probably the fourth time I had heard Tamar ask.

40:08 I wanna see I'm interested in seeing the top ten use cases on X. And The fourth time it happened, she got really frustrated. She said, We've talked about this so many times before. Why don't we have this document? And I think it's because People are not picking up on the Q

40:25 That There's really something deep underneath. There's really a an important piece of feedback or a question that they're not pulling on. Maybe you think that that's not an important thing to do. And then you need more information about why they think it's important. Because If you just let it go and you don't respond to the feedback or respond to the ask.

40:45 That person loses faith in you. that you're gonna follow up on the thing that they believe is important. It also sounds like a really good way to influence Is you Take the reins and here's where I think we could go with this, and here's the answer to your question.

41:00 Absolutely. I mean, I think if you're thinking about how do you be more senior, how do you show up in a way that is in a leadership mindset. You have to act like a CPO. You have to come in with that perspective, you have to come in with a solution. You have to follow the threat that they've asked about, you have to do it quickly. Um one of the missteps here is

41:21 You know People treat these interactions as so high stakes and sometimes they are But one of the ways that you you fail at that interaction. Is you wait too long.

41:33 to to engage on the feedback. If you wait a week for the follow up items that you discuss in the meeting. That exec has moved on. And you've missed your chance to actually respond to the feedback in a in a in a quick manner. You will get so much more.

41:48 Excitement, enthusiasm, brain power from them if you keep the ball rolling in a in a timely manner. And obviously there's like, you know, everyone's so busy. There's already so much work on their plates. You can't just hop on everything in Exec says. There's also this like classic advice of sometimes execs just say something and everyone takes it so seriously. Oh, I have to do that. And sometimes they're just saying it in passing. So it's probably all is you know, it's a balance of like take the opportunities, don't happen every single thing.

42:13 Yeah, and a great question to ask in that In that scenario is how strongly do you feel about this? So if you hear something that they say really strongly. Um or how urgent do you think that is? Or hey, here's what the team is working on now. Do you think that that trumps these priorities?

42:31 And if they say yes. Listen, do the thing that they say trumps it. Right. It's not about jumping on every request or taking every piece of feedback. It's about contextualizing it in why they believe that. What they think the urgency is, and then actually responding to that. So more often than not, they'll say, I wonder if we could do this kind of study. And people will go and say, Oh my gosh, we have to go run that study right now. We have to deprioritize everything else.

42:58 But if you say to them, Hey, that's a really cool idea. I I like that. Do you think that that's more important than these three other studies or three other projects that we're working on now? And they'll say, Oh no, no, no, that's just like a random idea, put it on the backlog. I think that um execs are moving so quickly that they won't always give you that context of urgency. And so you have to ask for it. Uh, this is something I've been working on getting better at as a leader. This is just an idea

43:25 Um, this is a mandate. This is something I wanna see. But uh it's hard. Sometimes it's hard to remember to do that because your brain is spinning with ideas. This comes back to your point about Uh getting into the mind of the person in the meeting, the leader. They're running around all day. Well, I think you call it a strobe. You're just like Bam, another meeting, next meeting, next meeting, next meeting.

43:44 Without a lot of context and they just Say things. And sometimes it's important to them, sometimes not. Which comes back to one of your tips at the beginning of this chat is spend thirty to sixty seconds at the beginning just giving them a little context on what the heck

43:57 What would you recommend in that thirty, sixty seconds? What are some kind of key bullet points of what you want to communicate? Yeah. In the thirty seconds I would say We're here to discuss XYZ. Last time we met, we left it off here. The goals of today's meetings are ZYX.

44:13 We're going here's how we're gonna run this meeting. And then stop talking. Because the moment you go off uh over sixty seconds, you've lost them. And and oh, I think the other really important thing I would add there is to say, was there anything else you were hoping to cover today? That was awesome. I love this advice. I'm excited to tweet this out just to summarize these bullet points you just shared. Uh that is so cool.

44:36 I love that. And to your point if Sixty seconds flies by. You may think you're talking for sixty seconds. It often ends up being five minutes, so advice of keep it under sixty seconds, just like try to actually do that. Trying to actually do that. I think the other thing here is, you know This uh often depends on what kind of meeting, what what you're actually doing. You know, in our culture, we do a lot of sort of silent read of docs or watching a loom.

44:58 Um, in the meeting and then coming back for conversation. I think one of the things that I've seen be really effective. In coming back for that conversation is Oftentimes a a leader will smatter your doc with a hundred comments, and you're like, Oh my gosh. What is actually important here. So what I often do is I have a section at the top to say themes.

45:20 For discussion. I bubble up some of the biggest and most controversial pieces that can only be discussed live. And anything they've said that they're just curious about, what's the time frame for this? What's the staffing need for why I can answer offline, I can answer at a follow up. What I can't get again is the time for discussion with that group. And the safer that they feel in that discussion, and the more that they think that you've understood.

45:43 What is the most sort of spicy or controversial, that's where you get to the good stuff and you really get their insight and input. So I, you know, put a section at the top and say topics for discussion that I'm reading through the comments. Rachel, was that right? Did I sort of get your thoughts right? Anything you would add to this? And then we can talk about Uh, the the the the really good stuff that gets us to a better outcome.

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46:56 Get$1,000 off. advanta.com slash Lenny We've talked about Aligning your incentives. And goals with their goals.

47:06 Uh going in with an open mind. Setting context at the beginning of the meeting. understanding how they like to be presented to What else can we learn to become better at influencing execs? And let me just do a quick tangent. As people are listening to this, they may again be like

47:22 Oh my god, all this BS I have to do. I just wanna do awesome work. Why am I Spending all this time learning all this metawork of how to convince someone of a frickin' thing. I just wanna Build awesome products. Drive You know, growth for the business and the product and This sucks.

47:36 I think it's again important to remind people this is just the way things go. You need to Influence people in power. to agree with your Approach.

47:46 That's just the way it is. You can't just be like nah, no one No one understands me. It sucks. Uh It's not I mean it's literally your job. Right. They uh I think the way that product management has has worked for a long time. Is

48:00 You basically get funding. for your ideas in the form of engineering, design, uh, you know, cross functional resourcing. Right, that is you should consider that VC money that's been invested in you. And Your CFO, your CPO, your CEO is expecting a return.

48:18 And so what is the way that you are showing that you are building great products? That That honors that investment in you. And You sure you can go into a startup and be the sole decision maker, and that is a very, very valid way to work. But if you work with other people,

48:35 Having them excited. Interested passionate. Um bought in To what you're doing.

48:43 Will make everything easier. It it is also the job, right? You you also have to But I think I think the thing I want people to take away is that It's really the way to build well.

48:55 You know, when people are motivated, when they feel purpose, when they feel like this is really something That I believe in. They work harder. They support you more, they talk about you in rooms that you're not in. And so it's it's just

49:10 Actually the way you Deliver Great results. I I think that's such an important framing. Okay. What other

49:18 Tactics, what other techniques work in helping leaders Oh. Get influenced. Yeah. Get influenced. I love that. I love that. Yeah.

49:30 He said. You should have like a stamp like influenced uh BN. So I think one of the things that people misunderstand is the constraints. that they are bound by versus their leadership. You know, execs are not um

49:47 They they don't have the same boundaries of budget and headcount and um and timeline that you feel. They can move people around in the organization. They can ask for more resources. They can get creative. They can elevate projects, kill projects. Um and so You know, you have to come to them.

50:07 With that mindset. Of Hey. With today's resourcing with this many engineers or this kind of tooling or this kind of investment, here's what what I can get. But

50:18 I'm thinking of the ten X case. I'm thinking of the accelerated case. And if that's what you want, and if that's aligned with your incentives. Here's what I need to be successful. And so

50:29 I think that people think, Okay, well, I've got my pizza team and I've got my four engineers and what you're asking is not possible. Well if it's not possible, tell them why not. Come back and say You know, the thing that you're asking for, I'm super stoked about that. I need eight more people.

50:45 I need you twice a week for an hour. I need much closer alignment with our marketing team, and I'm not sure how to get that. You have to think about What are the constraints that hold you back that they could actually help you a lot with? And people miss out on this all the time of not asking for what they need to be successful, especially when the ask from the executive seems unreasonable.

51:09 This is such a good advice piece of advice of just If you get them excited enough, things can significantly change in terms of resourcing and prioritization. Like your job is to help them see that how massive an opportunity this is and go.

51:21 And not just give you what you want, but just like wow, okay, here's the way it unblock this thing. Uh here's how we can go Like, okay, this is gonna be our new bet, big bet. Let's let's go big here. Yeah, absolutely. This is gonna be our new big bet. And this comes back to aligning with what the company's trying to to accomplish and also the urgency. So some things if you added

51:41 A dozen more people or perfect alignment with go to market. Yeah, you could get them to market faster. But Is that the most important thing for the company goals? Is right now the answer.

51:52 Is accelerating this in this way actually gonna do more? Or Is it something else that's actually more aligned? And so I think it's still being so root. in the company goals and what the exec is trying to accomplish and what your users really need to be successful, so that you can say, in order to accelerate our goals, here's what we can Here's what we can do.

52:13 Like you know, if if you were in charge of a company you are You'd be so excited if someone came to you with a ten X idea that's gonna Change the trajectory of your Product.

52:23 Like that's what everybody wants. Uh and so Uh That is a really powerful way of approaching all these things. Obviously not every idea is gonna be a big idea, not a

52:33 Every idea is a great idea. A lot of times these Take time also. Maybe speak to that just like say you have a big idea. And they're like nah.

52:41 What what are some expectations to set for people that come up with a big idea that just isn't getting any traction? You know, it really depends on what kind of organization you're working in. You know, if you're working in a smaller organization, if that big idea is something that you can build on your own or you can build within versus if you need, you know, a large and large scale investment. I think the real thing about um Uh building toward a big idea toward something net new. The key is really

53:07 outside and around the executive. So If the executive is the decision maker on whether we're gonna invest here. They also want to understand from their peers, from other experts. W why this actually matters. If you have something net new that you want to bring to market and

53:26 Customer success. thinks it would really accelerate expansion rates. Or, you know, the the marketing team thinks that uh signups would be 10x because of this. If you have that cross-functional alignment, and this is where a lot of these lessons don't just apply if you're going into a a product executive meaning, but that if you're influencing your cross functional execs and your cross functional stakeholders, To be advocates on your behalf.

53:52 Uh I think that you know we now have more tools than ever. to as product folks Build out the V one, right? Prototype something. Build your own app.

54:02 Build a messy version of it. Get feedback, iterate. And be socializing that in a way That

54:10 Creates a ground swell. Of buy in. Um to the point that You know. The exec can't say no to the funding.

54:19 Along those lines. It feels like to me the biggest reason that a leader doesn't buy into your pitch Is you just have different information. They don't see what you see.

54:32 They don't you don't see what they see, right? They have all this other stuff that they're looking at and trying to decide. Maybe speak to just like that skill of trying to clarify information on both sides. I'm thinking about a a a Tool April Underwood taught me. Um, she said she used to go into product strategy meetings with Stuart and was really trying to extract some of

54:53 His ideas But she was always holding the whiteboard marker. And so there was this back and forth between them in the conversation. of I'm trying to imbue I'm trying to un understand deeply what you're seeing in the market, what you're feeling in the business.

55:09 What your instincts are. But I'm also going to package that in a way that is Translatable. Is actionable.

55:16 is in a framework that you might not have had in your head. And so that is like a great tool for marrying That leaders instincts with your ability to Sort of Not synthesize their approach, but really um Take that approach and

55:34 And accelerate it. For Marrying what you know about the world and what they know about the world. So it's kind of what I'm hearing is kinda take it upon yourself. to help them

55:45 To kind of align your old view with their old view. And there's this question coming back just like Like help me understand what I don't what was the question you had? Uh oh, that's so interesting. What led you to believe that. Like these are kind of questions that help you.

55:57 Extract what you don't No, that they know. Yes. I think there are also really different phases of a relationship. You may not have so much face time with that person, you don't really know them that well. But

56:11 I think that this is a place where time spent together. really just accelerates. Your Trust with them. Your um ability to speak freely, to ask difficult questions, to get real feedback.

56:24 And so um, especially if you're in a position where you can ask for that time, more casual time. Less fraught that you're not always pitching an idea. But you can have Real conversations That is also the groundwork.

56:39 For the pitch down the line. I I think people devalue that, that time up front spent together. Because it pays dividends for the later pitch. Yeah, I'm glad you went there. That's exactly where I was gonna actually Go is this idea of trust.

56:53 And building And having you know, giving the person a reason to Kind of assume that you know what you're doing. Um Obviously hard to build trust.

57:02 And I the reason I think this is important is sometimes You have the best idea and they just don't buy it'cause they just don't know anything about they don't they don't know what you've been up to. They don't know how awesome you are, how smart you are. How successful we've been your whole life and career. Uh Maybe because they're new.

57:15 What are some tips for trying to build trust with the leader so that these things become easier. I think in terms of building trust. It's really important to Ground yourself in what they believe.

57:28 If you are pitching an idea. That is wildly Different? Than something they believe. Don't bother.

57:35 You probably have nine other good ideas that are more aligned with the beliefs that they already have that they already hold. Follow those instead. So there's something about just engaging uh from a baseline assumption. If they feel strongly about something, okay, maybe you can come back to them once or twice and say, Are you sure you feel strongly about that? I really see this data. And if they say, yeah, I feel really strongly, you probably have to drop it. But in terms of building that long term trust, I think the biggest things that do that are really

58:03 Hearing them out and actioning on the feedback that you've gotten in the past. Having results. Іно, і кана биated that impact in the organization building great products Shipping amazing things quickly.

58:17 feeding that back to the leader to say, Hey We worked with you on this, we shipped it, it went well, here's the results. That builds you momentum to be able to go back. With the uh the more novel approach or the scarier one.

58:33 I think the other thing I would say is um one of my favorite well actually one of the only business books I've ever liked is called Switch. Uh it's about change management. And they talk a lot about shrinking the change. Um, which is this brilliant idea. If something seems scary and overwhelming, how do you make it so much smaller so that it's an experiment? It's uh a one week uh proof of concept.

58:56 It's something that feels really small that can get people over the hump of Well, I'm not going to invest in six months for this project if I don't know if it's going to work. So shrinking the change is a huge way to build momentum and trust. And I think this applies to the way that we develop all products, especially if you're doing something that lasts longer than a month. What are your milestones? What are the chunks at which you're showing outcomes and fit?

59:20 And this is easier than ever to do with the tools that we have at our disposal. How are we showing that? We are Taking a much more iterative approach. So that you can build that momentum, build that buy-in, and get that trust to to do the bigger thing. That's an awesome very tactical piece of advice here.

59:38 To convince someone to do something is just reduce the risk essentially, reduce the investment. to help build trust in, okay, this is showing success. Because obviously it's much easier to bite off on something that's gonna take two weeks. Or absolutely have very low risk and impact if it's not a good idea.

59:55 Yeah, I think that's absolutely right. And I think what is the type of risk that they are most afraid of, too, right? Is it wasting time? Is it time to market? Is it that they don't actually think this is gonna work with customers? So if you can start to and and you can and should ask this. What are the outcomes you're most afraid of, right? What would a failure state be? Um for you.

1:00:16 In in this experiment. Uh you know, there's there's a concept of red teaming, which is originally a military tactic and and now being applied to businesses. How do you take an outsider's perspective to your idea? And Not just be so obsessed with your own thinking with your own Concept because so often we get

1:00:35 Wrapped around the axle, especially I I actually find this happens even more with prototyping. You build a prototype and you're like, Oh, it looks so beautiful. I would have never been able to build that before. It's actually like not a very good idea. But um, but you get obsessed with it and you're unwilling to accept that it could fail. I think one of the biggest things you can do to build trust. Is kill things. Deprioritize things. That is a very, very senior way of thinking, right? And it shows that you have

1:01:05 The same aligned incentives as the executive who's thinking about the good of the company outcome, the user outcome, and not just your own. That is such a good one. Everyone's always just Trying to acquire more resources, more investment, just like more features and

1:01:21 Showing that okay, this is a terrible idea. I know I spent like months on this, but no, we should kill this because it's not working. Right. It's not working. And and here's how I'm gonna know that's not working, and here's when I'm gonna come back to you with a decision, right? So sometimes we don't know that well, a lot of times we don't know the outcome, especially with AI native products. And if we can say We're gonna test this. Here's how we're gonna know it's working. We'll come back to you on X date. I think One thing that really spirals people out of control is a desire for certainty. You know, as human beings, many of us have have a huge desire for certainty.

1:01:54 Now more than ever, that is. Not possible. Um and so Uh one trick that I learned, especially working with engineers who often have a very, very high uh desire for certainty. Um, is to say, I don't know the answer right now. I don't know if this is gonna be successful. I'm going to check in with you on X date.

1:02:13 That's when we're gonna come back and have another conversation. And so at least there's certainty about the next check-in point. And that can be a really powerful uh tool for sort of de-escalating the fears and risks around a given initiative or idea. Okay. Before we get into AI's impact and all this stuff. Are there any other

1:02:33 Common mistak people make. When they are trying to get better at the skill of influence. Or just any other Really powerful tactics.

1:02:42 Mm. Something people miss. Is The extremely broad context that execs bring to bear.

1:02:52 From Not only their experiences, but the things that they are hearing in their day to day life. They understand what other product teams are working on better than you. They understand the conversation at the e staff level. They've been to executive roundtables and they are hearing. And one of your jobs is to extract that insight and information and apply it to your ideas. And they want to feel like you. Care?

1:03:19 Like you respect that. Like you Can apply it to your own thinking. And so this this keeps coming back to that curiosity and empathy. What do they know that you don't? that you can actually apply to strengthen your thinking or inform the direction that you want to take your team. Um, and I think people just often don't ask those things um of their executives. They don't uh show a curiosity for the expertise that that person has has brought to bear. And

1:03:48 Frankly, I think often they don't really care, which is the chief mistake. Um they should really Actually take it into account. To strengthen their own thinking. Yeah, so much of this is about just

1:04:01 uh coming into it with like here's what I it's just like having the same information And I think that's a believe they know what they're doing. Is

1:04:11 Is so under appreciated. Like there's a reason they're in this role. There's a reason you're not there. There's a reason this company's doing as well as it is. Uh and so And even if they are wrong, like they believe they are right. So it's important to understand what

1:04:24 They think and know. And what information they've access to. Yeah. And I I think the other piece of this is for anyone thinking about how they grow their career. How did that person get into the role that they are in? They broadened their context, they saw, you know, sort of had great peripheral vision.

1:04:43 And that is a way to show up in a room that is much more senior than you are. is Keep your domain expertise, keep the things that you know best. But broaden your perspective, broaden your Um vantage point.

1:04:58 To think about it in the context of The whole ecosystem, the whole organization, the whole industry, which you often don't get a a chance to stand. And what happens at that point is you get seen as a strategic thinker. You get seen as somebody who really cares about the company's success and not just your own. And so it is actually a really, really important tool. For growth, especially You know, I had told April when I originally pitched her on being our chief of staff that I I wanted to take the job because I wanted to know if I if I wanted to be CPO when I grew up.

1:05:31 And and it's true, I still don't know. Um,'cause it's a really, really hard job and I have just I way more respect than I ever did before before that. But I think that if you want to grow into a product leadership role, expanding Your Viewpoint expanding the way that you see problems.

1:05:50 And thinking about it from a global perspective is a way to show up as that strategic leader. That you say you want to be. I love this advice. Just to make it very clear for people,'cause it's easy to just like, Yeah, okay, I'll just like expand my horizon. Like basically

1:06:06 The advice here is Uh Just like think on behalf of the entire business. Not just your feature, not just your little goal. It's like What is the business trying to do? Here's how this fits into it.

1:06:17 Here's what the Le CO Broadly is thinking about like here The epitome of this To me is Jeff Weinstein, I think is how you pronounce his last name, or Weinstein, that's stripe.

1:06:28 Like he's just like a PM on a product. And he's just constantly tweeting and sharing Uh Stripe as a business. Like he's just like thinking about Stripe as the company and then here's this thing I work on that helps. The company.

1:06:40 Absolutely. And Jeff and I worked together at Box. Oh you did? Oh, that is so cool, right? Okay. So would you agree he's like the epitome of this? Oh yeah. I mean, he's so charismatic and able to to really put himself in other people's shoes. I mean, I think that. Um, it is just a way to, you know, we we just redid our PM career ladder for this year. Um, and I led that effort. And one of the things that we noted as a a trait of becoming more senior is your product citizenship. And how much you are embedding back in the organization and giving back

1:07:14 Best practices, mentoring others, um, broadening people's horizons on tooling, technology, storytelling, and and of course strategy. А тінь так. People's growth. that uh they often under sell, but you can do it at every level. In your own area, and it's about connecting the dots back up.

1:07:40 To what is important to the company. So you know, uh so many times I see docs that are like, okay, our k KR is to ship this thing. And I'm like Why? Does that matter? Like, does anyone care? Um, you have to tell a story, uh and even if that's true, that shipping is the care. Sometimes that's the case, right?

1:08:02 But even if that's true. Why are you doing that? What is the outcome for the business? Why would the CEO be excited about shipping that? Uh it's usually because of some business outcome or user outcome that you have to tie back to their perspective of. And then I think the flip side of is

1:08:20 If you're working on something that doesn't shift one of those outcomes or isn't urgent for the business. Do you need to change course? Do you need to say hey, actually, I don't think this is the highest leverage thing right now. Um, we could actually do X. uh to to be much more effective for our broader goals. That's where I was gonna go. It's just like that's the ultimate trust building.

1:08:41 Move is to Tell the leaders, okay, here's our goal. Here's all these ideas. But we don't think this is the right goal. And here's how this doesn't fit in and here's why we should kill this product. Right, exactly. Great. Think like a CPO. Put yourself in their shoes. I mean, uh you had Stewart on a few weeks ago and he talked about how the CEO is kind of the only one who can really kill things across a

1:09:03 uh you know things that already exist or um really make some of those super, super tough decisions. Uh I think that is oftentimes Our culture. But

1:09:14 Is a mistake. If we each think of ourselves as owners and as contributors to the business. And as leaders. we will bring those opportunities up as well to both amplify the business or save it from itself. Do the job you want, or is it the job you have.

1:09:31 Classic. Yeah. Okay, let's talk AI. I feel like you can't have a You cannot do anything these days without Mentioning AI in some way. Uh

1:09:41 How is AI changing this What's changed in the past couple of years in trying to convince people to do the things you're hoping them to do? I think that we are entering a golden age of product management. Not of product managers.

1:09:57 But Product management and the core skills that made this function the thing that I love to do. You know More than ever, what we have to do is have really interesting ideas that are grounded in

1:10:11 User empathy. Curiosity Testing iteration. But We will still be working in organizations where getting buy in to those ideas.

1:10:22 Uh and influencing people to fund not just the V one, but the much more expensive V two, three, four, and ongoing support. Become tenx more important. And as execution Basically, plummets in uh in

1:10:40 complexity and everyone can be a builder, PMs can and and Product thinkers, which I think is m far beyond the product management function. Um can Бі со інкреди інфлюенц. by those court skills.

1:10:57 Uh Bringing people along for the ride. So I think that product managers For a long time have made their careers on being the most type A

1:11:06 The Gampchart Master Um the best note taker in the business. And If AI is better than you at analyzing data or taking meeting notes or running experiments.

1:11:20 What's your job now? So the leverage actually shifts. From doing that work and being the synthesizer. To deciding what work actually survives. And encouraging other people to buy into that process.

1:11:35 And I actually think it's just so incredibly exciting because PMs And other functions engineers, designers. Are so empowered to bring that first version to bear to get that momentum, to get that signal. on product market fit on user benefit And then build momentum from that point.

1:11:54 In a much faster cycle. And so it's actually like an incredibly exciting place. But the active influence The act of stakeholder management, the act of learning. is the ten X scale. Awesome. This is such a fun topic.

1:12:08 What the way I've been thinking about this is just like where our human brains gonna continue to be Necessary and useful in I'm terrified. Maybe never maybe nowhere. Maybe nowhere. But the way you described it, which I totally agree with.

1:12:22 is essentially it's deciding what to do. And Getting everyone on the same page, alignment, uh Uh around that. Here's we're all on the same page. Here's what we're prioritizing. And then it's like cool now it's built in and that happens so quickly now.

1:12:36 Yeah, and what can you notice that AI can't? You know AI is not good at being an anthropologist yet. Right, it is based on a corpus of existing knowledge. And I think the best product thinkers again across functions that I've I've worked with.

1:12:54 Really are able to get to novel insights through that user empathy, through that understanding, and through deep understanding. of the business dynamics, changing industry, and bringing those together to prioritize ideas that actually really, really matter. You know, we're gonna have so much software, we won't even know what to do with it. But what software actually works, what software actually matters, what software gets marketed or sold Or, you know, we're we're gonna have to think about Not just that the software exists. But that it can get

1:13:26 to its final state, and that is gonna require people's buy in to that idea working. Yeah, the way I think about this right now is just Like where Humans are still necessary and Uh great product thinkers are still necessary is

1:13:41 Uh on the front end deciding what To prioritize and build. On the back end. Determining if this is good and ready. Essentially judgment and taste.

1:13:49 And then there's Distribution, I think is Such an underappreciated Like new bottleneck, because as you said, there's so much Shit out there just like

1:13:59 How do we get anyone to pay attention to any of this stuff? Every day there's like a new life changing product. So I feel like that's gonna be a big problem. Oh, I want you to do a whole episode on distribution because I feel this so much, right? If everyone thinks they can build The next sales force on their own, by the way, I don't believe that. Uh, then you know, you're gonna have just a flood of available tools. And who gets the attention?

1:14:24 It is still gonna be who has the marketing dollars. Who has the brand reputation, who is the existing customer base, distribution is everything. And I I think the quintessential example we've seen here is with Gemini and Google's tools and and just their. total um continued dominance in that market because of tools of distribution. Um, and I think it's really fun to see.

1:14:46 I think the other piece I would say is that's underrated there is trust building. Trust with your users, but also with your internal teams. You know, we're seeing even model companies hire at a huge rate right now. So you are still working with colleagues. Uh, you are still working with millions of users and Alongside distribution is trust, and that is

1:15:08 a a function of influence and empathy. Along these lines what I Wonder is We talked about these other two kind of areas, humans are still valuable and Great product leaders are still valuable deciding what to build.

1:15:20 Knowing if it's ready and awesome. Uh. I wonder how good AI will get at those things. Because We never thought AI would be amazing at coding.

1:15:29 And now it's a hundred percent of code will be soon written by AI. And I've actually been building a bunch of stuff and I just find codecs and Clock coder so good at actually giving you ideas for what to build. I'm just like, what should I do to make this better? And it's like, here's ten ideas. And then they're like, that is a really good idea. So I think it'll get there. People underestimate how good it'll get at these things, I think.

1:15:49 Yeah. I do think that as Um as ideas proliferate and as there just become so many ideas and so much feedback, you know, we're going through a strategy doc rewrite. I think we have like 40 versions now because it's so easy to rev on a 15 page doc. Actually when when these decisions are happening faster, building is happening Faster the flip side of that is mistakes compound faster as well.

1:16:15 And strategy clarity becomes so much more important to anchor people on. If you want to have an empowered E PDI organization or company That That clarity of what you believe

1:16:31 What are the most important problems to invest time and energy into? What uh where we want to invest compute and dollars. Um, that is the mechanism for letting people go and run at as fast a velocity as they're capable of, right? So if you have that corpus of shariefs that you update on a pretty fast clip because uh I think that's that's the mode we're in. That is actually what enables teams to build the right stuff as opposed to just

1:16:58 The idea that Claude had. I love this point because there's a lot of talk on Twitter actually just today uh in the PM community about PRDs are dead. And I think it's exactly the opposite, which is being very clear about what we are doing and The strategy is now the most important thing.

1:17:15 Because once you have that, then it's cool. Fire off a hundred agents and we'll go build it and launch it. Totally. Strategy clarity is is so so important. I am not in the Twitter verse. I find it exhausting, partially because I think takes like PRDs are dead or software is dead is like really dumb. Um, I find it a little insufferable, uh, if I'm being spicy, because I still think what matters is Understanding users.

1:17:42 Understanding business and economic uh dynamics. Understanding strategy and what we're trying to accomplish. And then really

1:17:52 thinking through what is the right way to do that together. Okay, maybe one more question uh along these lines, just agents. Now running as colleagues. Everyone's got All these clouds are running codexes. All kinds of agent platforms.

1:18:07 Now that agents are a part of kind of the workforce and increasingly Uh is there anything there around influence that is valuable for people to start thinking about to Learn how to do. I love that question. You know, uh we talk about this a lot, especially when we think about identity, security, compliance, that agents are a teammate for accelerating work.

1:18:29 Um and and the risks that that also provides because of the um places where agents fall down. I I think agents are absolutely something we have to think about w with relation to um to influence because Um We are basically all directors of work now, right? If we have an army of agents or this hundred new colleagues that joined our team.

1:18:52 How would we onboard? New junior team members who don't already understand our product philosophy, what's important to us. And how do we codify that for ourselves? How do we take the time to say, What's important to me as a product leader that I want to inculcate into

1:19:09 Um anything that's developed for my team. What do I believe about Um product market fit. What do I look for in terms of what success looks like? How do I set metrics? And if we can do that upfront work to actually like analyze ourselves.

1:19:24 And where we've seen success, where we've seen downfalls. А не континюю train. our agent models with that Um That data

1:19:33 That history, that context. They will be better off, but I also think the flip side of this is guardrails. Where do you need to be involved? Where do you need to catch Hallucinations or містеps. Where do you uniquely have

1:19:49 Taste. uh judgment Frame of reference. Something intangible. Where you need to say don't do this without me.

1:19:57 What's so funny about this Essentially we're helping the agent. Learn the skills we've been talking about to influence you. Here's context on my goals. Here's what I understand about the customers, here's our current priorities.

1:20:12 Well you help me. Tell me what to do. And it's like influencing you to agree. Absolutely. I think wow, that's really the singularity, isn't it? Uh you should just feed this podcast to a bunch of agents and see if they can do this better than me. Um, see see what their advice is. No, but I really think at this point we're in a place where it is a back and forth and where we should be using agents and AI as Um a really smart colleague that never gets irritated by our questions.

1:20:41 Poke holes in my ideas. Um tell me what you would do differently. Um help me plan this out. Uh base this on More uh corporate context than I could ever have gone through myself.

1:20:54 Um and poke holes. And I think that um that is a just like a really powerful way for amplifying our work. Uh oh it's like so interesting. Like when your you know tips is come into an open mind and learn it's like exactly what an agent does. Tell me more, what else should I know? And then just like hopping on your ideas like okay, cool, we'll add that to the two. Like all the ideas you've shared agents are so good at.

1:21:15 So That's yeah. I think that um one thing I'm really curious about, you know, you were talking about human brain chemistry. Is Just how

1:21:24 We can protect our brains from overwhelm. Mm. Okay. The speed of Ideas Change.

1:21:33 Um Uh building Is We are disvolved. for this pace of life.

1:21:41 We were evolved. Uh I I I love this book, um, Pachinko, that tells the history of um a Korean family over several generations, and in one of the generations sort of in the sixteen hundreds, seventeen hundreds, There are two wives that every day cook breakfast. Then go to the market. Buy rice. Buy fish.

1:22:01 Buy vegetables. Go home. Cook the rice, cook the fish, serve dinner, clean up dinner. That's the day. And

1:22:10 For the vast majority of human history. That was kind of our day. And the mental load that we are asking of our brains right now is Staggering. And so I think one of the ways that we actually have to use AI

1:22:23 Is And agents is to help our brains be most effective. is to clear out distraction. To point out the most important things. To

1:22:33 And I I think this is where people really need to make some tough decisions. How much can we really focus on? And how do we allow for that focus in the ways that are Hopefully good for humanity. What a time to be alive, Jessica. Holy

1:22:47 Oh my god. Yeah. Uh Before we get to our very exciting lightning round. Is there anything else that you

1:22:55 Wanted to share anything else you want to double down on? One thing I think that I'll say Is I'm a people person. I love In-person collaboration and I love talking ideas through and whiteboard sessions. I'm a two-wing three, if there are any other Enneagram fans out there.

1:23:13 It's uh it's a mix of like the people person, the sort of bringing to the communal thinker with the achiever. Um that is my personality type. I think that um sometimes I can give this kind of advice and people say, Oh, well, Jess, you're you're good with people, or like you kind of understand these things. I think that Something that has taken me a while in my career is how to be authentic to myself.

1:23:36 In Influence in relationships, in trust building. And I don't think that it's one personality type or another. I think that you could be. Shy and introverted. Or super dita orєinti and technical. I think all types of personalities.

1:23:53 Can in their own authentic way communicate with the people around them to build trust, to build influence in the way that feels true to them. You know, I think when I, uh when I was younger in my career and I was starting out as a PM, I got a lot of feedback of Oh, Jess, how do you, you know, show up more like a man would, show up more aggressively, show up more Um Uh decisively. And I think there were some good nuggets in there, but I think it took me a while to feel like

1:24:21 Hey, who I am and how I show up. is actually my superpower that I can double down on. А не до неї тобі сама елс. What I need to do is think about What?

1:24:33 I want to accomplish and how I want to grow. And do that in a way that is is true to me. I could not agree more with that. I've uh shared very sim similar sentiment on the pod a few times. Just like you can accomplish the same things other people can through your own strengths. You don't have to do it the way they're doing it.

1:24:52 Exactly. So agree. A beautiful way to end that. And with that, we have reached our very exciting lightning round. I've got five questions for you. Are you ready? I'm ready. I'm so excited. What are two or three books that you find yourself recommending most to other people? I think there's a genre of book I've really fallen in love with. Uh I mentioned Pachenko before. Um I love historical fiction because it really gives me access into

1:25:16 worlds that I don't know. You know, they uh I I can't remember who talks about um Windows and mirrors, books are windows or mirrors for us. And uh historical fiction, especially about places where I'm less familiar with that history. is really a window into someone else's experience. Um and there's a particular uh type of historical fiction that I've just loved.

1:25:39 Which is multi-generational historical fiction. Uh, Pachenko does this with a family in Korea over generations and moving to Japan. Uh, there's a book called Home Going, she's got the West Coast of Africa and the impact of the slave trade, um, and the ongoing uh life in Africa from two uh split parts of the family. Uh History of Burning is a is a book that tells a story of

1:26:05 Um Indian indentured servants that were brought to Uganda to build the Um British Railroad. There, um and just parts of history that I was so much less familiar with and Really treasure. That sort of window into

1:26:20 Um a different world. I think in the book Overstory is an example of that. Have you heard of that? No, I haven't. I think I might be getting it wrong, but it's called Overstory, which is around the concept of uh when you have a big tree. Like the overstory is the branches that kind of sit on top that kind of create a shade. I think that's the book I'm thinking about, and it's the

1:26:39 Story of a family over many generations and around a tree. Oh great. Now I have to pick that up. It's popular. Okay. If it's the one I'm thinking about, I think you're gonna love it. Okay, great. Uh Favorite recent movie or TV show you've really enjoyed?

1:26:51 You know, again, this is another window. I have been obsessively watching the pit, which is probably a a lame answer. I wonder if anyone else has given you that so far. But I just really um it's given me such a vantage point and a view into the incredibly difficult work that emergency healthcare workers do and the stresses and the system and the brokenness that they operate under, but also The extreme care. and love that they bring to their work and has just given me so much admiration.

1:27:22 It is trending on this podcast, so uh and I watched it. That is really good. Okay, favorite recent product favorite product you recently discovered that you really love. Okay, I I bought my husband a towel warmer. It was like

1:27:36 Thirty five bucks on Amazon. And it has led to So much joy in our household. Just getting out of the shower to a warm towel. Is so great.

1:27:46 Um it's a really fun addition to the to the family. So highly recommend that. Um it's a it's just a cheap and easy way to to brighten your day a little bit. I want one. That sounds amazing. Does it sit on top of an existing towel rack or is it a separate thing that you It's a separate thing. It's sort of like a basket that you put the towel in, you could put it in for half an hour, an hour, set it on a timer. It's so cool. Okay. I love this idea. Never been mentioned before. But I think uh um more in the in a tech

1:28:16 vein of products I've loved. Um I've been a loyal user of Casa, which I believe you tweeted about as well as a Casa user. Um, Casa comes in and they they have this idea of what if everyone had a household assistant. Um, and so they come in and they take stock of every paint color, every appliance, every light bulb. Um And any time something breaks or you need something repaired, you can just say, I need new light bulbs for this.

1:28:43 room and they'll immediately send you them from Amazon. I need a new dishwasher, ours broke, and they'll send you three options that fit your space and are of good quality. Um, they also pick up your packages every Friday and your donations. So great. And they're just the nicest people, so I'm really excited to see them. See them drive.

1:29:02 I love that pick. Uh I was looking up their domain name, getCasa dot com. And I think they're only in the barrier right now, and I think they're expanding into LA right now. Expanding into LA. Yeah. Sweet. That's a good pick. Their website is very bare. I don't even know how you sign up.

1:29:16 But uh Yeah, I think I don't know, I guess you could figure it out. But Uh I I love Casa. Uh yeah. They also do like a filter rotation thing. So like every six months they come and replace all your filters with air purifiers and whatever. You can set uh uh you can set like maintenance for your dishwasher, for your air filters, for your uh washer dryer, which has been super cool to see.

1:29:37 Um, they also you get handyman credits every month. So all the things that you put off do doing, uh, they can come in and and do it themselves. And it's it's just wonderful. Awesome. Okay. Two more questions. Do you have a favorite life motto that you often come back to in work or in life? Um, I asked my husband about this one, uh was like what's my life motto? Um and he had such a nice answer that I I thought I'd go with it. Uh we have this saying with our kids, first the guests. Um so if you have guests over, which we love to host people in our house.

1:30:07 Um, our role with our three kids is Guests always go first. And I think that um It's really something that we think about in terms of being of service to others. Being respectful to others, being welcoming.

1:30:22 Being kind. Um, and I think that that has dictated a lot of who I am as a person and and how we're trying to be as a family. When you are of service to others, when you are inclusive. Um when you can put them first ahead of yourself. I think it actually brings a lot of joy to you. Um, and it certainly makes the world a little bit better.

1:30:42 Oh. One of the core values at R B M B was be a host. Yeah. Which is very appropriate for Airbnb, but such a broadly uh useful wins. Right. I've also recently heard uh if if you want a village, be a villager.

1:30:57 Um and so this idea of just building community, reaching out. Being there for other people. And really taking that first step, even if it's scary or overwhelming, um, can really Can really make a difference. Final question.

1:31:10 You have some cool posters behind you, if people are watching on YouTube. Is there one that's like a favorite, is there one that has a story per chance? That's such a good question. So uh these are all my husband's posters. He is a musician, he loves guitar. Uh, so he picked them all, but I think that I have to say my favorite one is probably. Uh Jimi Hendrix plays the Greek.

1:31:34 Uh so we live in Berkeley and uh you can I it's just slightly off camera. But it's just a great memory of sort of an incredible musician. Um and the iconic place that that we're lucky enough to live in and sort of the great access to culture that we have here, but also just How important music is to our lives. How much is it? Just like if people don't know it's just like this outdoor

1:31:58 Amphitheater with glass. You can get blankets. Should everyone should go. It's such a fun spot, right? Right on U C Berkeley's campus. Um, and they've got great music and we're really lucky to live close by. Well, with that, Jessica, I Thank you so much for being here. Two final questions. Where can folks find you online if they want to reach out or maybe follow up on anything here? And how can listeners be useful to you?

1:32:19 I am not a very online person, which is, you know, funny for being on this podcast. So I think the main place I am online is on LinkedIn. Um, and so you could definitely find me there. Um, in terms of being useful uh to me, I would love to hear what resonated for you, what's worked for you in the past, how you're seeing these things show up in your work. Um and how I can get better at um

1:32:42 you know, uplifting the tech community and as we go through this period of Tremendous change uh how I can show up uh as a leader and as a uh source of community for. For this group of folks. What change are you speaking of?

1:32:59 Nothing's not. We're still talking about AI. Oh man. All right. Well, Jessica, thank you so much for being here. Yeah, thanks. And by everyone. Thank you so much for listening. If you found this valuable, you can subscribe to the show on Apple Podcasts, Spotify, or your favorite podcast app.

1:33:17 Also, please consider giving us a rating or leaving a review, as that really helps other listeners find the podcast. You can find all past episodes or learn more about the show. at Lenny's podcast dot com. See you in the next episode.

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