Searching...
16 results for “lean teams”
and he was resenting it. He wanted his team to take more ownership. But with some coaching, he realized he was training his team to come to him with every decision because he had always operated that way. So he decided to create squads and have small
25:28 / 26:36
from transcript25:28 – 26:36
...liked lean teams, but this has made me my my experience at Axe has made me change the way I would I would think about running a future or, you know, if I were to start a company and change the way I think about starting that company, it would be even
58:28 / 59:32
from transcript58:28 – 59:32
everything else, you know, like, it's low leverage, and you shouldn't do that anymore. And a lot of the low leverage things were just, like, you know, like things that are really nitpicky in the weeds or just like literally, yes, probably somebody el
55:28 / 56:39
from transcript55:28 – 56:39
But I'm gonna say, help me understand why that is a good idea, and I'm gonna press on that. And if they don't come to an idea that I'm aligned with, I'm gonna share openly my perspective while still empowering them to solve their own problem. To clos
24:34 / 25:45
from transcript24:34 – 25:45
...teams they're so early that, like, the learnings are really important. It's just like an angel investment. There's gonna be pivots. We realize that. We we're not saying that it's gonna you know, we're gonna kill it if it doesn't hit x, but we do have
48:45 / 49:47
from transcript48:45 – 49:47
...companies to set teams up like this. So I'm gonna go through a few things that, you shared. One is one person in charge of the team, like the founder almost. They're, like, basically the founder of the team. They have one very senior, essentially, sp
52:23 / 53:30
from transcript52:23 – 53:30
...teams will always optimize for local comfort over company outcomes. Not because they get together and think we should do that, although unions do do that unequivocally, deliberately. But even in a collection of product managers or engineers, what's g
1:03:44 / 1:04:51
from transcript1:03:44 – 1:04:51
...of teams today, we actually teach them how to bring, the kind of the the the senior engineering person who isn't just senior in title, but, you know, like, the one who actually knows where the bodies are buried. You know? Like, how the old stuff work
33:44 / 34:45
from transcript33:44 – 34:45
...pods of teams using it. So basically, we are looking at specific areas that we're basically giving it to. The condition there is they give feedback. As a response for that, they make the tool better. So it's not just access. We want people who will u
33:27 / 34:50
from transcript33:27 – 34:50
all have different information, different context, and in many cases, completely different, like, working models for how the CEO of the company and other strategic leaders in the companies think. And it makes things super inefficient. I think people
28:29 / 29:36
from transcript28:29 – 29:36
but you need a bigger team, now you need somebody to lead them. And that great developer may not be a great manager. Yeah. And great managers may not know a whole lot about develop and you lose your best developer to management. People That doesn't h
6:49 / 7:56
from transcript6:49 – 7:56
And then, of course, you can also do it the other way around where, if if you've got some really stellar talent on the team and you have a long history and you have a lot of trust that they are gonna be able to understand and solve it, then, of cours
49:25 / 50:36
from transcript49:25 – 50:36
all sorts of levels of the company. I wanna understand how all the strategic leaders of my company think, and I want my team to understand how I think. And when I feel confident that people on my team understand how I think, like, I don't need to rea
29:55 / 31:07
from transcript29:55 – 31:07
...sort of cleanup on Aisle 3 that needed to be done even though a lot, again, a lot of the people in the in the team were quite talented and doing an excellent job of managing their specific domains. Jumping into the product role has been, like, quite
20:11 / 21:15
from transcript20:11 – 21:15
...leaning in. We're seeing designers of that team starting to push kind of PRs, which never happened before. And now other teams, they wanna do this as well. So it's starting with this kind of grassroots experience. There is, I would say there's the pl
34:27 / 35:32
from transcript34:27 – 35:32
and they dogfood it, they repur the bugs, they spend a bunch of time with, like, engineers, like, sharing the logs and, like, nitpicking and stuff like that. And I think that ends up being, like, super, actually, high leverage, even though it's a lot
56:09 / 57:30
from transcript56:09 – 57:30
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.