3 ms·

This interpretation rings hollow - if you've worked at any tech company, you've seen the hoards of people who manage to create meetings about meetings, grow the

This interpretation rings hollow - if you've worked at any tech company, you've seen the hoards of people who manage to create meetings about meetings, grow their empire, and amass massive salaries with no relevant skills. A lot of it is about showing a record of "getting things done" - but things that don't matter.

kenjackson 4y ago
If people are getting things done, but these things don't matter -- that's the fault of leadership. Leadership should have clear goals/OKRs/outcomes that they've agreed to. These people should be getting these things done. If they do these things and they don't matter -- it's likely not their fault. And this applies doubly so for a junior product manager. I was not long ago VP of Engineering and if my team built stuff, using best practices and on time, but what we built didn't matter -- I couldn't blame them. It's my fault. It's my job to make sure what we build matters. But if I can give a set of OKRs and you can drive to make those happen -- those people are gold. Now you can argue with me that the OKRs were bad. That's fine. Fire me. But the person that delivered it -- those people are worth their weight...