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6 Jul, 16 tweets, 5 min read
🗓️Recap of June 2021 content (top 10)

Impact vs. Recognition
Incentives
ROI vs. Opportunity Cost mindset
Product Sense teardown
Context
Radical Delegation
Amateur / Pro product leaders
Recommendations
Scaling, for Visionary founders
Courage

Thread👇🏾
1/
 Things that make an impact vs. things that get you recognized
2/
 Incentives speak more truth than plans
3/
 In a high leverage role, you need to shift from an ROI mindset to an Opportunity Cost mindset. This thread captures some of the most valuable things I will ever say.
4/
 A detailed teardown of a Product Sense interview question
5/
 Context Matters Most
6/
 Learn & embrace Radical Delegation
7/
 Amateur vs. Professional product leader
8/
 Some recommendations
9/
 How visionary founders can scale as the product grows
10/
 Courage is vital, yet not discussed enough
A couple of bonus items.

Don’t wait for step-by-step instructions:


Nip these things in the bud:
Tip: save/bookmark this thread if you want to review these tweets in the future.

Even more June 2021 content:
twitter.com/search?q=(from…
(this link keeps you in the Twitter app)
If you've reviewed most of this content, would you kindly take a survey? (just 1 required question & 2 optional)

It would help me immensely to get your feedback.

Head over to SurveyMonkey for a super-quick survey:
surveymonkey.com/r/5TZ9YPK

(takes <2 min)

Thank you very much
🙏🏾
For past recaps, go here:
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More from @shreyas

Shreyas Doshi Profile picture
7 Jul
Your company might have a subtle culture problem when:
1/
The CEO regularly spends more time at all-hands criticizing competitors than on your company’s mission, customers, strategy, and goals
2/
OKRs & targets are viewed as a valid reason not to do something that is otherwise agreed as clearly the right thing to do for customers and for the company
Read 10 tweets
Shreyas Doshi Profile picture
3 Jul
How can you evaluate the caliber of people at a company before joining it?

Here are 10 tips:
1/
Quality of their interview questions. Pay particular attention to their follow up questions. The quality of an interviewer’s follow up questions is a good indicator of rigorous thinking. Did they just ask obvious follow up Qs or insightful ones? Did they make you think?
2/
Overall rigor of the hiring process. If they aren’t rigorous when hiring you, if the process to get an offer seems “too easy”, they will do the same for future hires, leading to a progressive lowering of the talent bar. A very onerous hiring process isn't a good sign either.
Read 16 tweets
Shreyas Doshi Profile picture
2 Jul
Over the past 10 years, I’ve had more than 500 chats with talented tech folks about their job change decisions: should I leave my well-paid FAMG job? should I join Stripe, Facebook or Airbnb? how to evaluate this offer? etc

A thread with 8 ideas I’ve often shared in these chats:
Note:

Each of us has different aspirations, skills & values. No thread can definitively cover everyone’s situation while still offering a new & useful perspective. This stuff likely won’t apply outside tech/startups & won’t apply worldwide.

Take what resonates, ignore the rest.
I highly recommend working at a fast-growth company at least once in one’s career.

(doing it more than once might not hurt either :) )

I’ve seen that even smart & talented people struggle with how to create their shortlist of fast-growing companies.

Here’s what I tell them:
Read 34 tweets
Shreyas Doshi Profile picture
29 Jun
When in a high leverage role:

Stop doing work that simply provides a positive return on investment.

Start focusing on work that minimizes opportunity cost.
In a high leverage role:

100s of things will provide a positive ROI (i.e. the value created is greater than the cost of your time)

You should not be doing most of those things

When your goal is to minimize opportunity cost, you are forced to focus on the highest leverage work.
ROI = (Value created — Cost of your time) ÷ Cost of your time

So if your goal is to get high ROI in your work, you can do two things:

Increase Value i.e. work on higher value things

Decrease Cost i.e. work on things that take less time
Read 11 tweets
Shreyas Doshi Profile picture
27 Jun
There's a lot of confusion on evaluating a candidate’s Product Sense in interviews.

So let’s analyze bad, good, great answers to an interview question:

"Why do threads on Twitter typically get more engagement than a tweet that links to a blog post with the same content?"

👇🏾
First:
I don’t actually use this specific question when I interview candidates, but you do need a question like this *as a part of* your overall Product Sense interview. This question mainly assesses a candidate’s cognitive empathy & ability to analyze product-user interactions.
If you want to learn more about Product Sense & its components, check out this article afterwards:
blog.tryexponent.com/improve-your-p…
Read 40 tweets
Shreyas Doshi Profile picture
26 Jun
A common problem & question in fast-growing startups is how a visionary product-focused founder can scale as the product, business & the org get larger & more complex.

A thread on the types of product leaders to hire, the contracts to create, the mistakes to avoid:
Quick recap on the 3 types product leaders:
The Operator
The Craftsperson
The Visionary
(think of them as hats, if you wish)



First, the really obvious point:
As a founder/CEO who is a product Visionary, you will need Craftspeople & Operators around you.
But:
Don’t solely hire Operators in product leadership roles. Remember, Operators tend not to be the best at original product insights & strategy. With just Operators on the product team, it is near-impossible to translate your great vision into a compelling product experience.
Read 24 tweets

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