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13 results for “team structure”
Let's role play how to talk to this persona, or let's role play how to describe this product's value prop, or let's role play whatever. And so we'll meet up together on a Monday afternoon, do some role plays with feedback and the opportunity to do ro
30:42 / 31:45
from transcript30:42 – 31:45
When we see pieces of ourselves in someone else, I think it's very tempting to become enamored with that and then to miss other gaps. And so if you've got in a hiring chain of command, you've got people that are quite different. One person that's sup
13:28 / 14:30
from transcript13:28 – 14:30
...and then everyone can copy you. When does the sales team become too large for this forum and communication? Never. But, dude, if you have a 100 sales reps Doesn't matter. What? You're gonna have seven hundred minute meeting? Fine. You can't? No. At s
39:27 / 40:59
from transcript39:27 – 40:59
...structure, product manager, UX, fractional writing, fractional analyst, and then a team leader from an engineering stand point five to, I'd say, seven engineers, they get an agenda.
5:14 / 6:15
from transcript5:14 – 6:15
...team. Does this not seem a bit ridiculous? And I don't mean that horribly in any way. But, like, an AE rolls it up to a sales lead, he rolls it up to someone else, who rolls it up to someone. Oh, for fuck's sake, can we not just get the a to present
34:29 / 35:40
from transcript34:29 – 35:40
...Like, the person that really knows. Right? You bring that person together with the product person who deeply understands the backstory of why this is an opportunity and what we're trying to solve with this, you know. And then a designer in the room,
33:44 / 34:45
from transcript33:44 – 34:45
...a team dedicated, this is the way you work now and this is it, and we'll see what happens? So it's a recall. So basically, we have a team building. It's the core team building kind of the FSB track across all of R and D, FSB full stack builder. And t
32:58 / 34:04
from transcript32:58 – 34:04
...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 course, you can leave things out. Right? But the the the thing that I often see is if there's someone on the build te
48:43 / 50:00
from transcript48:43 – 50:00
...team. Like, what what are you talking about? This is a member of the executive leadership team. Jeetu, you're too senior. We don't need to do design reviews. Then they started doing design reviews, and the senior vice presidents would come in and do
30:00 / 31:01
from transcript30:00 – 31:01
...the structure of your team to make that work. It depends on the team too. Yeah. Because a lot of these teams are adaptable
23:58 / 25:26
from transcript23:58 – 25:26
...team? Only leads? Only AEs? How do we think about that? I think it'll vary on company size. Right? If your team is small enough, I would get the whole team involved in the process. I think it's an important part of how you drive accountability. As yo
33:45 / 34:54
from transcript33:45 – 34:54
...team to come to him with every decision because he had always operated that way. So he decided to create squads and have small pods of engineers, product leaders, and designers focus on subsets of the team. Very normal as you have a small start up sc
25:28 / 26:36
from transcript25:28 – 26:36
...If you're shipping a product or building a company, you need to be organized, and you know that Atlassian has exactly what you need to streamline your work and to crush your goals. You're gonna need a system, and Atlassian is the system for startups.
9:45 / 10:46
from transcript9:45 – 10:46
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