Waiting for perfect data leads to paralysis. A core founder skill is making hard decisions with incomplete information. This 'founder gut' isn't innate; it's developed by studying the thought processes—not just the outcomes—of experienced entrepreneurs through masterminds, advisors, or podcasts.

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.

The essential skill for AI PMs is deep intuition, which can only be built through hands-on experimentation. This means actively using every new LLM, image, and video model upon release to objectively understand its capabilities, limitations, and trajectory, rather than relying on second-hand analysis.

The market is a constantly changing environment. Like species in nature, teams that survive are not the strongest, but the most adaptable. Adaptability is built through continuous learning, making it a leader's core responsibility to foster this capability.

Teams can cultivate a shared sense of taste by encouraging constant and rigorous critique of both internal and external work. This process allows the team to self-regulate, learn from each other, and elevate their collective craft without top-down mandates.

Better products are a byproduct of a better team environment. A leader's primary job is not to work on the product, but to cultivate the people and the system they work in—improving their thinking, decision-making, and collaboration.

Intuition is not a mystical gut feeling but rapid pattern recognition based on experience. Since leaders cannot "watch game tape," they must build this mental library by systematically discussing failures and setbacks. This process of embedding learnings sharpens their ability to recognize patterns in future situations.

To develop your "people sense," actively predict the outcomes of A/B tests and new product launches before they happen. Afterward, critically analyze why your prediction was right or wrong. This constant feedback loop on your own judgment is a tangible way to develop a strong intuition for user behavior and product-market fit.

Employees are often either "inner-directed" (naturally ask why) or "outer-directed" (seek to please). Leaders can develop outer-directed staff by creating an environment where asking questions and showing one's thinking is explicitly rewarded over simply following orders, thereby overcoming their conditioned fear of making mistakes.