A key trait of effective tech leaders is the humility to solicit and immediately act upon external feedback. Google executive Schindler asking for and implementing Jim Cramer's suggestions for an NFL product shows a focus on rapid delivery and a lack of 'not-invented-here' syndrome.
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Product leaders often feel they must present a perfect, unassailable plan to executives. However, the goal should be to start a discussion. Presenting an idea as an educated guess allows for a collaborative debate where you can gather more information and adjust the strategy based on leadership's feedback.
Leaders often feel they must have all the answers, which stifles team contribution. A better approach is to hire domain experts smarter than you, actively listen to their ideas, and empower them. This creates a culture where everyone learns and the entire company's performance rises.
Jensen Huang rejects "praise publicly, criticize privately." He criticizes publicly so the entire organization can learn from one person's mistake, optimizing for company-wide learning over individual comfort and avoiding political infighting.
A founder must simultaneously project unwavering confidence to rally teams and investors, while privately remaining open to any evidence that they are completely wrong. This conflicting mindset is essential for navigating the uncertainty of building a startup.
Top product builders are driven by a constant dissatisfaction with the status quo. This mindset, described by Google's VP of Product Robbie Stein, isn't negative but is a relentless force that pushes them to question everything and continuously make products better for users.
The best leaders don't just stay high-level. They retain the ability to dive deep into technical details to solve critical problems. As shown by Apple's SVP of Software, this hands-on capability builds respect and leads to better outcomes, challenging the 'empower and get out of the way' mantra.
The pace of change in AI means even senior leaders must adopt a learner's mindset. Humility is teachability, and teachability is survivability. Successful leaders are willing to learn from junior colleagues, take basic courses, and admit they don't know everything, which is crucial when there is no established blueprint.
Salespeople often focus on being 'coachable' (receptive to feedback). A more powerful trait is humility—the proactive asking for help and recognition that success is a team effort. Humility unlocks collaboration and support, getting you further, faster than simply being open to advice.
To create a future-ready organization, leaders must start with humility and publicly state, "I don't know." This dismantles the "Hippo" (Highest Paid Person's Opinion) culture, where everyone waits for the boss's judgment. It empowers everyone to contribute ideas by signaling that past success doesn't guarantee future survival.
To get truthful feedback, leaders should criticize their own ideas first. By openly pointing out a flaw in their plan (the "ugly baby"), they signal that criticism is safe and desired, preventing subordinates from just offering praise out of fear or deference.
