The art of influence: The single most important skill that AI can’t replace | Jessica Fain (Webflow, ex-Slack)

22:37On the one hand, I think there's an error people make of trying to show too much work, trying to show too much upfront proof point. We talked to 16 participants from these 15 GOs, and this is the statistically significant. And the exec is like, I'm so bored, I'm going to die. I remember I did this in a review once, and And literally the person I was most trying to convince glazed over, got on their phone, and I totally blew the meeting because I was trying to prove that I had done my homework. Put it in the appendix, right? They don't need to know every single detail. The baseline expectation is that you did your job and that this is built on a solid foundation of your domain expertise.

23:21On the flip side, I think there's some balance of showing your work that helps elucidate why your solution is best. So one of the mistakes I see people doing is giving only one option. I think that people, if you say, I mean, this is also like classic pricing and packaging strategy, give three options and the Goldilocks in the middle is the perfect one, right? But I think that what that actually allows you to do is say, hey, we considered, we are not dumb. We did not miss something. You think we missed something, but no, no, no, we actually considered this. So we had a recent product review with my manager, Rachel Wolin.

24:00She was a recent guest on How I AI. And we brought a doc, a sort of reasonable approach to what we thought was the sort of problem and strategic space we were going after. It didn't go well. It really didn't match her expectations. And the feedback she gave us, which was really, really the right feedback, was, I don't understand how you're thinking about the permutations of possible here, because we had only given one option set. And so what we did following that review is we said, hey, we really want to sort this out. We want to get moving. We want to show that we can really get building on this product.

24:39And alignment is the next stepping stone for that. Can you meet in two days? And we turned around a new doc in two days that actually showed all of the options we had considered but hadn't brought to that first review. And once we elucidated all the things we considered, and why we thought they would or wouldn't serve the outcomes we were driving and the technical complexity behind them, she was like, oh, yeah, OK, I see why the solution that you're proposing makes the most sense for what we're trying to accomplish. But in the first version, in the first meeting, we hadn't kind of shown that and we hadn't workshopped it through her.

25:15And so sometimes, you know, really tactically, you want to have that available to you. It's not necessary to put all 15 options you considered, but at least be ready to show them. Have them in an appendix, have them in a draft Figma file, whatever it is. We used to have this rule after a design review with Stuart. We'd go through the design review and he'd say, no, do it exactly like this. I want, the button here and the interaction to be this. And frankly, he always had better ideas than we did, but we would come back and we called it Stuart plus two more. So we did exactly what he asked for and then two other versions that we felt good about.

25:58And then it gave us a forum for conversation to debate the merits of each type of approach.

26:06Lenny Rachitsky:Awesome. Okay. So there's a bunch of advice here. One is the default is don't go in with here's our whole process that landed on this suggestion, but have that ready because they may ask for that if they don't buy into it. And another is present options. And then there's a here's my point of view. Here's why I think this is the right one. And then if they dig in, you have be ready for more options. Have you have you ever looked into the Minto pyramid way of presenting stuff? No, I don't know what that is. Okay, so there's this lady, Barbara Minto. She's like from the 50s, I think. She was the first female consultant at McKinsey or something like that.

26:40Lenny Rachitsky:And she kind of figured out the best way to present information to execs is backwards. Essentially, it's instead of here's our process, here's all the things we did, here's our set of conclusions, and then here's our recommendation. It's flip it. Start with here's our recommendation. And then here's the things we explored. and then here's the evidence behind that. It feels like that's kind of what you're describing. Yeah, I think that's a really good way of doing it. I think my only gloss on that would be that people are really different, right? Like execs are people too. And so one of the things that I think is really important is understanding what is the literal format, storytelling, pre-work that is gonna work for that person.

27:24You know, some people hate a PowerPoint and it's just gonna crush their soul if you start doing that. Some people only want to see the data and not the user, you know, the qualitative research. And so I do think it is about really understanding their communication style. And execs, if you're listening to this, it's really fucking helpful if you tell people because you actually know what you like and don't like. And so just tell people, I prefer a doc. I want no upfront explanation. I want 10 minutes of quiet reading time. And then we can come back together, that's a particularly effective means for very busy people in short meetings, and especially in remote work where presentations just don't work very well.

28:08Some execs are willing to do pre-reads, some aren't. And I think you just have to be willing to accept that they are also human and you're trying to give them the best shot at inculcating the information in the way that is meaningful to them. So there's a bunch of tips here that I want to summarize for how to kind of set yourself up for success.

28:31Lenny Rachitsky:One is what you just described, which is just think about how do they respond best? What kind of setup do they respond best to? Is it a presentation? Is it a here's what we recommend? Here's three options. Is it data? Something else. So there's like just understand here's what this person likes. They don't want to they want to like five minutes fast conclusion. Why? And then there's your advice of ask people that know them what is top of mind for them right now, because they may be like, this is the big bet we're making right now. If it's not aligned with that, they're not going to care. So it's like either either ask them or ask people around them what's top of mind for them right now.

29:10Lenny Rachitsky:And then there's this idea of simulate almost simulate them, feed all the previous meetings with them into, say, cloud project or something like that. Create a little GPT and run your idea by them. And like, what would you say? I will tell you, I am not a big fan of the what's top of mind for you question. This is a hot take, because I think that what often people do is they think through their top priorities, their top experiences. is, you know, if we were trying to do a research study to understand the day-to-day lives of our users, we probably wouldn't say, what's top of mind for you? We'd say, tell me how you spent your day.

29:46We'd say, what's the most urgent priority for you right now that you're really scared about messing up? What pressures are you facing? And so I think there's ways for us to ask much more interesting questions of our executives. I recently did this with our CEO. I said, tell me what the board is pushing you on because everyone's got a boss. And even a CEO who seems so powerful and competent and sure is getting pressures, right? What are you seeing as the key inputs to your success? The other thing people don't realize is, execs want to be successful too. They want to be good at their jobs? And how can you help them?

30:33I mean, in the best case scenario, your incentives at a local team level or product organization level really closely align with their incentives, that you're working on something that really matters to the company. If you're not, you really should be having that conversation because you'll be in misalignment from the start. But if you actually have alignment, point out that alignment. How is the metric that they're trying to move? The OKR they're responsible for, the board pressure that they're under going to be improved by the thing that you are proposing? And how do you get there together? So I think that one of the things people really miss out on here is what are the success criteria for an exec?

31:17And how do you model your world to amplify that success so that both of you can be more successful?

31:25Lenny Rachitsky:Okay, that is such an important lesson. Before we follow that thread, just to clarify this question of what is top of mind, your advice was ask people around them what is top of mind for them. Don't ask them directly this question. Top of mind has become this sort of trope, right? It execs write a weekly write-up of what's top of mind, and it sort of becomes this generic, uninteresting, sort of neutralized frame. And so I think the question, what's top of mind for you has actually lost some of its firepower. And instead, we have to get at what is the emotion, the sort of drive behind it, and what's the spicier question that'll get a more interesting answer.

32:11Lenny Rachitsky:So then going back to those incentives piece, such a powerful lever for getting anyone, basically to get anyone to agree to what you want, which is what are their goals. What are they trying to do? How are they measured? How's the success for them? And then how's the thing you're pitching them aligning with that and will help them achieve that specific goal? Right. And in a product, in building products together, your incentives should be making your users successful, making your business successful because of that. And so what do they actually believe about that? It's not just about, oh, they want a promotion or they don't want to get fired or they want to hit their KR.

32:49Those are very, very real human things. But in an ideal world, in product work, it is really based on building incredible products for your users and therefore great outcomes for your business. And so I think a big part of this is actually understanding their strategic insights and what they believe is going to move the business forward most effectively. So after I was chief of staff, I took over Slack's core product team. We worked on channels and emoji and search and messaging. And there was a real feeling from our executive team that we had a bit lost our mojo around product craft. And we talked about, you know, painting the insides of the cabinets.

33:30We really wanted such an amazing experience for our users. That was one of the things that made Slack great in the first place was just it really felt like a product that took that usability to a 10x place. And there was a sense that I had heard from our leadership that we weren't quite there and we had lost some of that. And that was so, so important to who we were and how we showed up for our users. And so we implemented something called the customer love sprint. We said, okay, engineering, stop what you're doing. As an entire team, we're going to spend two weeks just painting the inside of the cabinets.

34:11Lenny Rachitsky:The only rule was engineers got to pick what they worked on. We supported them from a PM and design and customer support perspective. We gave them tons of ideas that engineers could pick what they worked on. The only rule was that you had to ship something. You had to ship something that was good for users. And what we did is, you know, you could call this a bug bash. You could say, OK, you got to fix these, you know, these these rough edges, these these misses in the product. But we made it a huge deal. We made it really exciting and fun. And we had a big, really fun judging competition that our executives took part of.

34:47And we really brought back that part of our culture that we had lost out on a bit. And it spoke to what our executives believed was a differentiation for us and how we were going to show up in the market, show up to our users, grow our user base by making it feel special. And we were able to say, oh, we shipped 65 improvements this week, this sprint. And that felt really, really aligned with what they were trying to accomplish from a company perspective as well. Okay.

35:18Lenny Rachitsky:So to summarize the kind of tactics so far, one is align your pitch with the person you're trying to pitch is incentives. I don't know if the grammar on that sentence works, but what do success look like for them? Connect the thing you're pitching them with that success. Yeah, I think that aligning your incentives is, yes, really, really important in a product pitch. If you're thinking about a product pitch, how does it connect to the company goals? Are you trying to improve conversion rates? Are you trying to grow enterprise customers? Are you trying to be perceived in brand? Are you trying to break into some new category?

35:56Of course, you have to align on a new pitch. I think the inverse of this is how do you use that incentive structure to also inform regular roadmap, not just net new product ideas or net new pitches, but you're actually imbuing your entire team and your thought process with that incentive structure. It's a deep understanding. How did the OKRs get to be the way they are? How did the positioning statement get to be that way? How do I understand that and deeply embed it into my team's culture so that we're reflecting what our exec team, our leadership has said is important?

36:34Lenny Rachitsky:So basically everything should feel like it's a cohesive set of priorities based on some outcome you all agreed to in the mission. Yeah. And I think a big part of this is also metrics and data and what you're actually measuring your own teams on. You know, we talk a lot about leading and lagging indicators. In the nonprofit world, this is called theory of change. There are many steps. You yourself and your individual team may not be able to directly move enterprise revenue or directly move conversion rate. But you believe and the company has a belief that painting the inside of the cabinets, having an exceptional customer experience will be the thing that leads to customer retention, customer conversion, user satisfaction.

37:20And so how do you make sure that your metrics and the things that you are proposing to actually shift ladder up really, really clearly to those and that your executive agrees to that?

37:32Lenny Rachitsky:Okay. And then a second lever is trying to not go into a conversation, even though you are trying to influence them. It's to go into it with an open mind and a learning mindset. You use this phrase, that's so interesting. What led you to believe that? Right. Right. And I think in that is a disarming of the executive. You know, again, going back to like, how do you get the best out of them? You want them to feel comfortable. You want them to feel like they can be honest with you. I think something I see people miss often is they don't follow the subtle threads that executives lead them, the sort of breadcrumbs of opinions.

38:14You know, in a sort of more clear-cut scenario, your leader, your executive will say to you, okay, I'd like a brief on exactly this thing. Write it generally this way. Let's review it in a week. That's a very clear-cut ask. But very, very often the asks are more subtle. I wonder if I'm thinking about, have you considered? And what I find is that people don't take the bait. And the best people do. So I'll give you an example. Just last week, you know, we've been working a lot on as skills get democratized across Webflow, everyone can do design, everyone can ship code, everyone can write a PRD. How are we enabling people to move as fast as their brains and tools will make them?

39:02Rachel, our CPO, said, you know, hey, Kev, our head of design, we're going to have to think about design reviews at some point. And within an hour, Kev had had a loom put together of, hey, here's a framework of high-risk design changes, low-risk design changes, blast radius, release processes, and how we might allow anyone in the organization to have designs shipped to production. That was a thread. She didn't ask him to do that. He didn't need to follow up in that time frame. But he recognized that the organization's incentives are to keep empowering people, to keep everyone moving fast, to keep everyone really excited about what they're building as well.

39:40And he knew that he could slot in and respond to this feedback really, really quickly. A lot of times I see people don't take that invitation from the executive to actually engage on the subtle feedback they're giving. You know, an example from my past where this didn't go as well was we were in a strategy review, you know, sort of a quarterly strategy review. And it was probably the fourth time I had heard Tamar ask, I want to see I'm interested in seeing the top 10 use cases on X. And the fourth time it happened, she got really frustrated. She said, we've talked about this so many times before.

40:18Why don't we have this documented? And I think it's because people are not picking up on the cue that there's really something deep underneath. There's really an important piece of feedback or a question that they're not pulling on. Maybe you think that that's not an important thing to do. And then you need more information about why they think it's important. because if you just let it go and you don't respond to the feedback or respond to the ask, that person loses faith in you that you're going to follow up on the thing that they believe is important.

40:50Lenny Rachitsky:It also sounds like a really good way to influence is you take the reins and here's where I think we could go with this and here's the answer to your question. Absolutely. I mean, I think if you're thinking about how do you be more senior, how do you show up in a way that is in a leadership mindset, you have to act like a CPO. You have to come in with that perspective. You have to come in with a solution. You have to follow the thread that they've asked about. You have to do it quickly. One of the missteps here is, you know, people treat these interactions as so high stakes. And sometimes they are.

41:26But one of the ways that you fail at that interaction is you wait too long to engage on the feedback. If you wait a week for the follow-up items that you discussed in the meeting, that exec has moved on. And you've missed your chance to actually respond to the feedback in a quick manner. You will get so much more excitement, enthusiasm, brainpower from them if you keep the ball rolling in a timely manner.

41:53Lenny Rachitsky:And obviously there's like, you know, everyone's so busy. There's already so much work on their plates. You can't just hop on it. everything an exec says. There's also this like classic advice of sometimes execs just say something and everyone takes it so seriously. Oh, I have to do that. And sometimes they're just saying it in passing. So it's probably all, you know, it's a balance of like, take the opportunities, don't have fun, every single thing. Yeah. And a great question to ask in that, in that scenario is how strongly do you feel about this? So if you hear something that they say really strongly, or how urgent do you think that is?

42:25Or, hey, here's what the team is working on now, do you think that that trumps these priorities? And if they say yes, listen, do the thing that they say trumps it, right? It's not about jumping on every request or taking every piece of feedback. It's about contextualizing it in why they believe that, what they think the urgency is, and then actually responding to that. So more often than not, they'll say, I wonder if we could do this kind of study. And people will go and say, oh my gosh, we have to go run that study right now. We have to deprioritize everything else. But if you say to them, hey, that's a really cool idea.

43:01I like that. Do you think that that's more important than these three other studies or three other projects that we're working on now? And they'll say, oh, no, no, no. That's just like a random idea. Put it on the backlog. I think that execs are moving so quickly that they won't always give you that context of urgency. And so you have to ask for it. This is something I've been working on getting better at as a leader. This is just an idea. This is a mandate. This is something I want to see. But it's hard. Sometimes it's hard to remember to do that because your brain is spinning with ideas.

43:33Lenny Rachitsky:This comes back to your point about getting into the mind of the person in the meeting, the leader. They're running around all day. I think you call that a strobe. You're just like, bam, another meeting, next meeting, next meeting, next meeting, without a lot of context. And they just say things. And sometimes it's more to them, sometimes not. Which comes back to one of your tips at the beginning of this chat is spend 30 to 60 seconds at the beginning, just giving them a little context on what the heck, what would you recommend in that 30, 60 seconds? What are some kind of key bullet points of what you want to communicate?

44:02Yeah. In the 30 seconds, I would say, we're here to discuss X, Y, Z. Last time we met, we left it off here. The goals of today's meetings are Z, Y, X. We're going, here's how we're going to run this meeting and then stop talking. because the moment you go off over 60 seconds, you've lost them. And oh, I think the other really important thing I would add there is to say, was there anything else you were hoping to cover today?

44:27Lenny Rachitsky:That was awesome. I love this advice. I am excited to tweet this out just to summarize these bullet points you just shared. That is so cool. I love that. And to your point, if 60 seconds flies by, you may think you're talking for 60 seconds. It often ends up being five minutes. So your advice of keep it under 60 seconds, just like try to actually do that. I try to actually do that. I think the other thing here is, you know, this often depends on what kind of meeting, what you're actually doing. You know, in our culture, we do a lot of sort of silent read of docs or watching a loom in the meeting and then coming back for conversation.

45:01I think one of the things that I've seen be really effective in coming back for that conversation is oftentimes a leader will smatter your doc with 100 comments and you're like, oh, my gosh, what is actually important here? So what I often do is I have a section at the top to say themes for discussion. I bubble up some of the biggest and most controversial pieces that can only be discussed live. And anything they've said that they're just curious about, what's the time frame for this? What's the staffing need for why? I can answer offline. I can answer at a follow-up. What I can't get again is the time for discussion with that group.

45:38And the safer that they feel in that discussion and the more that they think that you've understood what is the most sort of spicy or controversial, that's where you get to the good stuff and you really get their insight and input. So I put a section at the top and say topics for discussion that I'm reading through the comments. Rachel, was that right? Did I sort of get your thoughts right? Anything you would add to this? And then we can talk about the really good stuff that gets us to a better outcome.

46:30Lenny Rachitsky:vendor risk. Vanta's trust management platform makes it quicker, easier, and more scalable. Vanta also helps you complete security questionnaires up to five times faster so that you can win bigger deals sooner. The result? According to a recent IDC study, Vanta customers slashed over$500 ,000 a year and are three times more productive. Establishing trust isn't optional. Vanta makes it automatic. Get$1 ,000 off at vanta.com slash Lenny. We've talked about aligning your incentives and goals with their goals, going in with an open mind, setting context at the beginning of the meeting, understanding how they like to be presented to.

47:14Lenny Rachitsky:What else can we learn to become better at influencing execs? And let me just do a quick tangent. As people are listening to this, they may again be like, oh, my God, all this BS I have to do. I just want to do awesome work. Why am I spending all this time learning all this meta work of how to convince someone of a freaking thing? I just want to build awesome products, drive growth for the business and the product. And this sucks. I think it's, again, important to remind people this is just the way things go. You need to influence people in power to agree with your approach. That's just the way it is.

47:47Lenny Rachitsky:You can't just be like, man, no one understands me. It sucks. It's not my fault. I mean, it's literally your job, right? I think the way that product management has worked for a long time is you basically get funding for your ideas in the form of engineering, design, cross-functional resourcing. That is, you should consider that VC money that's been invested in you, and your CFO, your CPO, your CEO is expecting a return. And so what is the way that you are showing that you are building great products that honors that investment in you? And sure, you can go into a startup and be the sole decision maker, and that is a very, very valid way to work.

48:33But if you work with other people, having them excited, interested, passionate, bought in to what you're doing will make everything easier. It is also the job, right? You also have to. But I think the thing I want people to take away is that it's really the way to build well. You know, when people are motivated, when they feel purpose, when they feel like this is really something that I believe in, they work harder. They support you more. They talk about you in rooms that you're not in. And so it's just actually the way you deliver great results.

49:14Lenny Rachitsky:I think that's such an important framing. Okay. What other tactics, what other techniques work in helping leaders get influenced? Yeah, get influenced. I love that. I love that. Be influenced. Yeah, we should have like a stamp, like influenced at the end. So I think one of the things that people misunderstand is the constraints that they are bound by versus their leadership. You know, execs are not, they don't have the same boundaries of budget and headcount and timeline that you feel. They can move people around in the organization. They can ask for more resourcing. They can get creative. They can elevate projects, kill projects.

50:03And so you have to come to them with that mindset of, hey, with today's resourcing, with this many engineers or this kind of tooling or this kind of investment, here's what I can get. But I'm thinking of the 10x case. I'm thinking of the accelerated case. And if that's what you want and if that's aligned with your incentives, here's what I need to be successful. And so I think that people think, okay, well, I've got my pizza team and I've got my four engineers and what you're asking is not possible. Well, if it's not possible, tell them why not. Come back and say, you know, the thing that you're asking for, I'm super stoked about that.

50:43I need eight more people. I need you twice a week for an hour. I need much closer alignment with our marketing team. And I'm not sure how to get that. You have to think about what are the constraints that hold you back that they can actually help you a lot with. And people miss out on this all the time of not asking for what they need to be successful, especially when the ask from the executive seems unreasonable.

51:08Lenny Rachitsky:This is such a good piece of advice of just if you get them excited enough, things can significantly change in terms of resourcing and prioritization. Like your job is to help them see that how massive an opportunity this is and go and not just give you what you want, but just like, wow, OK, here's the way to unblock this thing. Here's how we can go like, OK, this is going to be our new bet, big bet. Let's let's go big here. Yeah, absolutely. This is going to be our new big bet. And this comes back to aligning with what the company is trying to accomplish and also the urgency. So some things, if you added a dozen more people or perfect alignment with go-to-market, yeah, you could get them to market faster.

51:46But is that the most important thing for the company goals? Is right now the answer, is accelerating this in this way actually going to do more? Or is it something else that's actually more aligned? And so I think it's still being so rooted in the company goals and what the exec is trying to accomplish and what your users really need to be successful so that you can say, in order to accelerate our goals, here's what we can do.

52:13Lenny Rachitsky:Like, you know, if you're in charge of a company, you'd be so excited if someone came to you with a 10x idea that's going to change the trajectory of your product. Like that's what everybody wants. And so that is a really powerful way of approaching all these things. Obviously, not every idea is going to be a big idea. Not every idea is a great idea. A lot of times you take time. Also, maybe speak to that just like, say you have a big idea and they're like, nah, what are some expectations to set for people that come up with a big idea that just isn't getting any traction? You know, it really depends on what kind of organization you're working in.

52:50You know, if you're working in a smaller organization, if that big idea is something that you can build on your own or you can build within versus if you need, you know, a large and large scale investment. I think the real thing about building toward a big idea, toward something net new, the key is really outside and around the executive. So if the executive is the decision maker on whether we're going to invest here, they also want to understand from their peers, from other experts, why this actually matters. if you have something net new that you want to bring to market and customer success thinks it would really accelerate expansion rates or, you know, the marketing team thinks that signups would be 10x because of this.

53:37If you have that cross-functional alignment, and this is where a lot of these lessons don't just apply if you're going into a product executive meeting, but that if you're influencing your cross-functional execs and your cross-functional stakeholders to be advocates on your behalf, I think that, you know, we now have more tools than ever to, as product folks, build out the V1, right? Prototype something, build your own app, build the messy version of it, get feedback, iterate, and be socializing that in a way that creates a groundswell of buy-in to the point that, you know, the exec can't say no to the funding.

54:18Lenny Rachitsky:Along those lines, it feels like to me, the biggest reason that a leader doesn't buy into your pitch is you just have different information. They don't see what you see. They don't you don't see what they see. Right. They have all this other stuff that they're looking at and trying to decide. Maybe speak to just like that skill of trying to clarify information on both sides. I'm thinking about a tool April Underwood taught me she said she used to go into product strategy meetings with steward and was really trying to extract some of his ideas but she was always holding the whiteboard marker and so there was this back and forth between them in the conversation of i'm trying to imbue i'm trying to understand deeply what you're seeing in the market what you're feeling in the business what your instincts are But I'm also going to package that in a way that is translatable, is actionable, is in a framework that you might not have had in your head.

55:20And so that is like a great tool for marrying that leader's instincts with your ability to sort of not synthesize their approach, but really take that approach and accelerate it for marrying what you know about the world and what they know about the world.

55:40Lenny Rachitsky:So it's kind of what I'm hearing is kind of take it up on yourself to help them to kind of align your worldview with their worldview. And there's this question coming back, just like, like, help me understand what I don't, what was the question you had? Oh, that's so interesting. Will led you to believe that. Like, these are kind of questions that help you extract what you don't know that they know. Yes. And I think there are also really different phases of a relationship. There's a phase when you're new, you may not have so much face time with that person. You don't really know them that well.

56:10But I think that this is a place where time spent together really just accelerates your trust with them, your ability to speak freely, to ask difficult questions, to get real feedback. And so especially if you're in a position where you can ask for that time, more casual time, less fraught that you're not always pitching an idea, but you can have real conversations. That is also the groundwork for the pitch down the line. I think people devalue that, that time upfront spent together because it pays dividends for the later pitch.

56:47Lenny Rachitsky:Yeah, I'm glad you went there. That's exactly where I was going to actually go is this idea of trust and building and having, you know, giving the person a reason to kind of assume that you know what you're doing. Obviously hard to build trust. And the reason I think this is important is sometimes you have the best idea and they just don't buy it because they just don't know anything about it. They don't know what you've been up to. They don't know how awesome you are, how smart you are, how successful you've been your whole life and career, maybe because you're new. What are some tips for trying to build trust with the leader so that these things become easier?

57:20I think in terms of building trust, it's really important to ground yourself in what they believe. If you are pitching an idea that is wildly different than something they believe, don't bother. You probably have nine other good ideas that are more aligned with the beliefs that they already hold. Follow those instead. So there's something about just engaging from a baseline assumption. If they feel strongly about something, okay, maybe you can come back to them once or twice and say, are you sure you feel strongly about that? I really see this data. And if they say, yeah, I feel really strong, you probably have to drop it.

57:58But in terms of building that long-term trust, I think the biggest things that do that are really hearing them out and actioning on the feedback that you've gotten in the past, having results. You know, it cannot be overstated that impact in the organization, building great products, shipping amazing things quickly, feeding that back to the leader to say, hey, we worked with you on this. We shipped it. it went well, here's the result. That builds you momentum to be able to go back with the more novel approach or the scarier one. I think the other thing I would say is one of my favorite, but actually one of the only business books I've ever liked is called Switch.

58:39It's about change management. And they talk a lot about shrinking the change, which is this brilliant idea. If something seems scary and overwhelming, how do you make it so much smaller so that it's an experiment. It's a one-week proof of concept. It's something that feels really small that can get people over the hump of, well, I'm not going to invest in six months for this project if I don't know if it's going to work. So shrinking the change is a huge way to build momentum and trust. And I think this applies to the way that we develop all products, especially if you're doing something that lasts longer than a month.

59:15What are your milestones? What are the chunks at which you're showing outcomes and fit. And this is easier than ever to do with the tools that we have at our disposal. How are we showing that we are taking a much more iterative approach so that you can build that momentum, build that buy-in and get that trust to do the bigger thing?

59:35Lenny Rachitsky:That's an awesome, very tactical piece of advice here to convince someone to do something is just reduce the risk, essentially reduce the investment to help build trust in, okay, this is showing success. Because obviously, it's much easier to bite off on something that's going to take two weeks, or have very low risk and impact if it's not a good idea. Yeah, I think that's absolutely right. And I think what is the type of risk that they are most afraid of too, right? Is it wasting time? Is it time to market? Is it that they don't actually think this is going to work with customers? So if you can start to and you can and should ask this, what are the outcomes you're most afraid of, right?

1:00:13What would a failure state be for you in this experiment? You know, there's a concept of red teaming, which is originally a military tactic and now being applied to businesses. How do you take an outsider's perspective to your idea and not just be so obsessed with your own thinking, with your own concept? Because so often we get wrapped around the axle, especially I actually find this happens even more with prototyping. You build a prototype and you're like, oh, it looks so beautiful. I would have never been able to build that before. It's actually not a very good idea. But you get obsessed with it and you're unwilling to accept that it could fail.

1:00:52I think one of the biggest things you can do to build trust is kill things, deprioritize things. That is a very, very senior way of thinking, right? And it shows that you have the same aligned incentives as the executive who's thinking about the good of the company outcome, the user outcome and not just your own.

1:01:13Lenny Rachitsky:That is such a good one because everyone's always just trying to acquire more resources, more investment, just like more features and showing that, okay, this is a terrible idea. I know I spent like months on this, but no, we should kill this because it's not working. Right. It's not working. And here's how I'm going to know that it's not working. And here's when I'm going to come back to you with a decision, right? So sometimes we don't know that. A lot of times we don't know the outcome, especially with AI native products. And if we can say, we're going to test this. Here's how we're going to know it's working.

1:01:42We'll come back to you on X date. I think one thing that really spirals people out of control is a desire for certainty. You know, as human beings, many of us have a huge desire for certainty. Now more than ever, that is not possible. And so one trick that I learned, especially working with engineers who often have a very, very high desire for certainty is to say, I don't know the answer right now. I don't know if this is going to be successful. I'm going to check in with you on X date. That's when we're going to come back and have another conversation. And so at least there's certainty about the next check-in point.

1:02:19And that can be a really powerful tool for sort of de-escalating the fears and risks around a given initiative or idea. Okay.

1:02:28Lenny Rachitsky:Before we get into AI's impact and all this stuff, Are there any other common mistakes people make when they are trying to get better at the skill of influence or just any other really powerful tactics for increasing your ability to influence leaders? Something people miss is the extremely broad context that execs bring to bear from not only their experiences, but the things that they are hearing in their day-to-day life. They understand what other product teams are working on better than you. They understand the conversation at the e-staff level. They've been to executive roundtables and they are hearing.

1:03:08And one of your jobs is to extract that insight and information and apply it to your ideas. And they want to feel like you care, like you respect that, like you can apply it to your own thinking. And so this keeps coming back to that curiosity and empathy. What do they know that you don't, that you can actually apply to strengthen your thinking or inform the direction that you want to take your team? And I think people just often don't ask those things of their executives. They don't show a curiosity for the expertise that that person has brought to bear. And frankly, I think often they don't really care, which is the chief mistake.

1:03:52They should really... And actually take it into account to strengthen their own thinking.

1:03:59Lenny Rachitsky:Yeah, so much of this is about just coming into it with like, here's what I it's just like having the same information. And I think that's a point about just like, believe they know what they're doing is, is so underappreciated. Like there's a reason they're in this role. There's a reason you're not there. There's a reason this company is doing as well as it is. And so and even if they are wrong, like they believe they're right. So it's important to understand what they think and know and what information they have access to. Yeah. And I think the other piece of this is for anyone thinking about how they grow their career, how did that person get into the role that they are in?

1:04:38They broadened their context. They saw, you know, sort of had great peripheral vision. And that is a way to show up in a room that is much more senior than you are, is keep your domain expertise, keep the things that you know best, but broaden your perspective, broaden your vantage point to think about it in the context of the whole ecosystem, the whole organization, the whole industry, which you often don't get a chance to stand. And what happens at that point is you get seen as a strategic thinker. You get seen as somebody who really cares about the company's success and not just your own. And so it is actually a really, really important tool for growth, especially, you know, I had told April when I originally pitched her on being our chief of staff that I wanted to take the job because I wanted to know if I wanted to be CPO when I grew up.

1:05:31And it's true. I still don't know because it's a really, really hard job. And I have just way more respect than I ever did before that. But I think that if you want to grow into a product leadership role, expanding your viewpoint, expanding the way that you see problems and thinking about it from a global perspective is a way to show up as that strategic leader that you say you want to be.

1:05:57Lenny Rachitsky:I love this advice. Just to make it very clear for people, because it's easy to just like, yeah, okay, I'll just like expand my horizon. Like basically, the advice here is just like, think on behalf of the entire business, not just your feature, not just your goal. It's like, what is the business trying to do? Here's how this fits into it. Here's what the CEO broadly is thinking about. Like here, the epitome of this to me is Jeff Weinstein, I think as I pronounce his last name, or Weinstein. It's Stripe. Like he's just like a PM on a product. And he's just constantly tweeting and sharing Stripe as a business.

1:06:35Lenny Rachitsky:Like he's just like thinking about Stripe as the company. And then here's this thing I work on that helps the company. Absolutely. Jeff and I worked together at Box. Oh, you did? Oh, that is so cool, right? Okay. So would you agree he's like the epitome of this? Oh, yeah. Yeah, I mean, he's so charismatic and able to really put himself in other people's shoes. I mean, I think that it is just a way to, you know, we just redid our PM career ladder for this year. And I led that effort. And one of the things that we noted as a trait of becoming more senior is your product citizenship and how much you are embedding back in the organization and giving back best practices, mentoring others.

1:07:17broadening people's horizons on tooling, technology, storytelling, and of course, strategy. And I think that this is such an important part of people's growth that they often undersell. But you can do it at every level in your own area. And it's about connecting the dots back up to what is important to the company. So, you know, so many times I see docs that are like, OK, our KR is to ship this thing. And I'm like, why does that matter? Like, does anyone care? You have to tell a story. And even if that's true, that shipping is the KR, sometimes that's the case, right? But even if that's true, why are you doing that?

1:08:05What is the outcome for the business? Why would the CEO be excited about shipping that? It's usually because of some business outcome or user outcome that you have to tie back to their perspective of. And then I think the flip side of is if you're working on something that doesn't shift one of those outcomes or isn't urgent for the business, do you need to change course? Do you need to say, hey, actually, I don't think this is the highest leverage thing right now. We could actually do X to be much more effective for our broader goals.

1:08:38Lenny Rachitsky:That's where I was going to go is just like that's the ultimate trust building move is to tell the leaders, OK, here's our goal. Here's all these ideas, but we don't think this is the right goal. And here's how this doesn't fit in. And here's why we should kill this product. Right. Exactly. Right. Think like a CPO. Put yourself in their shoes. I mean, you had Stuart on a few weeks ago, and he talked about how the CEO is kind of the only one who can really kill things across, you know, things that already exist or really make some of those super, super tough decisions. I think that is oftentimes our culture, but is a mistake.

1:09:15if we each think of ourselves as owners and as contributors to the business and as leaders, we will bring those opportunities up as well to both amplify the business or save it from itself.

1:09:29Lenny Rachitsky:Do the job you want versus the job you have. Classic. Yes. Okay, let's talk AI. I feel like you cannot do anything these days without mentioning AI in some way. How is AI changing the skill of influence? What's changed in the past couple years in trying to convince people to do the things you're hoping them to do? I think that we are entering a golden age of product management, not of product managers, but of product management and the core skills that made this function the thing that I love to do. You know, more than ever, what we have to do is have really interesting ideas that are grounded in user empathy, curiosity, testing, iteration.

1:10:15but we will still be working in organizations where getting buy-in to those ideas and influencing people to fund not just the v1 but the much more expensive v2, 3, 4 and ongoing support become 10x more important and as execution basically plummets in complexity and everyone can be a builder, PMs can, and product thinkers, which I think is far beyond the product management function, can be so incredibly influenced by those core skills of bringing people along for the ride. So I think that product managers for a long time have made their careers on being the most type A, the Gantt chart master, the best note taker in the business.

1:11:11And if AI is better than you at analyzing data or taking meeting notes or running experiments, what's your job now? So the leverage actually shifts from doing that work and being the synthesizer to deciding what work actually survives and encouraging other people to buy into that process. And I actually think it's just so incredibly exciting because PMs and other functions, engineers, designers are so empowered to bring that first version to bear, to get that momentum, to get that signal on product market fit, on user benefit, and then build momentum from that point in a much faster cycle. And so it's actually like an incredibly exciting place.

1:11:59But the act of influence, the act of stakeholder management, the act of learning is the 10x skill.

1:12:06Lenny Rachitsky:Awesome. This is such a fun topic. The way I've been thinking about this is just like, where are human brains going to continue to be necessary and useful in this two world? I'm terrified. Maybe nowhere. Maybe nowhere. But the way you described it, which I totally agree with, is essentially it's deciding what to do and getting everyone on the same page alignment around that. Here's we're all on the same page. Here's what we're prioritizing. And then it's like, cool, now it's built in and that happens so quickly now. Yeah. And what can you notice that AI can't? You know, AI is not good at being an anthropologist yet, right?

1:12:44It is based on a corpus of existing knowledge. And I think the best product thinkers, again, across functions that I've worked with, really are able to get to novel insights through that user empathy, through that understanding, and through deep understanding of the business dynamics, changing industry, and bringing those together to prioritize ideas that actually really, really matter. You know, we're going to have so much software, we won't even know what to do with it. But what software actually works? What software actually matters? What software gets marketed or sold? Or, you know, we're going to have to think about not just that the software exists, but that it can get to its final state.

1:13:27And that is going to require people's buy in to that idea working. yeah the way i think about this right now is just like where humans are still necessary and great product thinkers are still necessary is on the front end deciding what to prioritize and

1:13:43Lenny Rachitsky:build on the back end determining if this is good and ready essentially judgment and taste and then there's distribution i think is such an underappreciated like new bottleneck because as you said there's so much shit out there just like how do we get anyone to pay attention to any of this stuff. Every day there's like a new life-changing product. So I feel like that's going to be a big problem. Oh, I want you to do a whole episode on distribution because I feel this so much, right? If everyone thinks they can build the next Salesforce on their own, by the way, I don't believe that. Then, you know, you're going to have just a flood of available tools and who gets the attention.

1:14:23It is still going to be who has the marketing dollars, who has the brand reputation, who is the existing customer base. Distribution is everything. And I think the quintessential example we've seen here is with Gemini and Google's tools and just their total continued dominance in that market because of tools of distribution. And I think it's really fun to see. I think the other piece I would say that's underrated there is trust building. Trust with your users, but also with your internal teams. You know, we're seeing even model companies higher at a huge rate right now. So you are still working with colleagues.

1:15:00You are still working with millions of users. And alongside distribution is trust. And that is a function of influence and empathy.

1:15:10Lenny Rachitsky:Along these lines, what I wonder is, we talked about these other two kind of areas, humans are still valuable and great product leaders are still valuable deciding what to build, knowing if it's ready and awesome. I wonder how good AI will get at those things, because we never thought AI would be amazing at coding. And now it's 100 % of code will be soon written by AI. And I've actually been building a bunch of stuff. And I just find codecs and clock code are so good at actually giving you ideas for what to build. I'm just like, what should I do to make this better? And it's like, here's 10 ideas.

1:15:43Lenny Rachitsky:And then they're like, that is a really good idea. So I think it'll get there. People underestimate how good it'll get at these things, I think. Yeah, I do think that as ideas proliferate and as there just become so many ideas and so much feedback, we're going through a strategy doc rewrite. I think we have like 40 versions now because it's so easy to rev on a 15-page doc. actually when when these decisions are happening faster building is happening faster the flip side of that is mistakes compound faster as well and strategy clarity becomes so much more important to anchor people on if you want to have an empowered epdi organization or company that that clarity of what you believe what are the most important problems to invest time and energy into where we want to invest compute and dollars, that is the mechanism for letting people go and run at as fast a velocity as they're capable of, right?

1:16:46So if you have that corpus of shared beliefs that you update on a pretty fast clip, because I think that's the mode we're in, that is actually what enables teams to build the right stuff as opposed to just the idea that Claude had.

1:16:59Lenny Rachitsky:I love this point because there's a lot of talk on Twitter actually just today in the PM community about PRDs are dead. And I think it's exactly the opposite, which is being very clear about what we are doing. And the strategy is now the most important thing because once you have that, then it's cool. Fire off 100 agents and we'll go build it and launch it. Totally. Strategy clarity is so, so important. I am not in the Twitterverse. I find it exhausting, partially because I think takes like PRDs are dead or software is dead is like really dumb. I find it a little insufferable if I'm being spicy because I still think what matters is understanding users, understanding business and economic dynamics, understanding strategy and what we're trying to accomplish, and then really thinking through what is the right way to do that together.

1:17:55Okay.

1:17:56Lenny Rachitsky:Maybe one more question along these lines, just agents now running as colleagues. because everyone's got all these clods running codexes, all kinds of agent platforms. Now that agents are a part of kind of the workforce and increasingly, is there anything there around influence that is valuable for people to start thinking about to learn how to do? I love that question. You know, we talk about this a lot, especially when we think about identity, security, compliance, that agents are a teammate for accelerating work and the risks that that also provides because of the places where agents fall down.

1:18:35I think agents are absolutely something we have to think about with relation to influence because we are basically all directors of work now, right? If we have an army of agents or this hundred new colleagues that joined our team, how would we onboard new junior team members who don't already understand our product philosophy what's important to us? And how do we codify that for ourselves? How do we take the time to say, what's important to me as a product leader that I want to inculcate into anything that's developed for my team? What do I believe about product market fit? What do I look for in terms of what success looks like?

1:19:18How do I set metrics? And if we can do that upfront work to actually like analyze ourselves and where we've seen success, where we've seen downfalls, and then continue to train our agent models with that data, that history, that context, they will be better off. But I also think the flip side of this is guardrails. Where do you need to be involved? Where do you need to catch hallucinations or missteps? Where do you uniquely have taste, judgment, frame of reference, something intangible where you need to say, don't do this without me?

1:19:57Lenny Rachitsky:What's so funny about this, essentially we're helping the agent learn the skills we've been talking about to influence you. Here's context on my goals. Here's what I understand about the customers. Here's our current priorities. Like help me. Tell me what to do. And it's like influencing you to agree. Absolutely. Wow, that's really the singularity, isn't it? You should just feed this podcast to a bunch of agents and see if they can do this better than me, see what their advice is. No, but I really think at this point, we are in a place where it is a back and forth and where we should be using agents and AI as a really smart colleague that never gets irritated by our questions.

1:20:41Poke holes in my ideas. Tell me what you would do differently. help me plan this out, base this on more corporate context than I could ever have gone through myself and poke holes. And I think that that is just like a really powerful way for amplifying our work.

1:21:01Lenny Rachitsky:It's like so interesting. Like when your, you know, tips is come into an open mind and learn. It's like exactly what an agent does. Tell me more. What else should I know? And then just like hopping on your ideas, like, okay, cool. We'll add that to the two-do. like all the ideas you've shared agents are so good at. So that's, you know, I think that, um, one thing I'm really curious about, you know, you were talking about human brain chemistry is just how we can protect our brains from overwhelm. The, the speed of ideas change, um, building is we are dis-evolved for this pace of life. We were evolved.

1:21:42I love this book, Pachinko, that tells the history of a Korean family over several generations. And in one of the generations, sort of in the 1600s, 1700s, there are two wives that every day cook breakfast, then go to the market, buy rice, buy fish, buy vegetables, go home, cook the rice, cook the fish, serve dinner, clean up dinner. That's the day. And for the vast majority of human history, that was kind of our day. And the mental load that we are asking of our brains right now is staggering. And so I think one of the ways that we actually have to use AI is an agent is to help our brains be most effective, is to clear out distraction, to point out the most important things to.

1:22:33And I think this is where people really need to make some tough decisions. How much can we really focus on and how do we allow for that focus in the ways that are hopefully good for humanity?

1:22:45Lenny Rachitsky:What a time to be alive, Jessica. Holy. Oh my God. But before we get to our very exciting lightning round, is there anything else that you wanted to share? Anything else you want to double down on? One thing I think that I'll say is I'm a people person. I love in-person collaboration and I love talking ideas through and whiteboard sessions. I'm a two wing three. If there are any other Enneagram fans out there, it's a mix of like the people person, and the sort of bringing the communal thinker with the achiever. That is my personality type. I think that sometimes I can give this kind of advice and people say, oh, well, Jess, you're good with people, or like you kind of understand these things.

1:23:30I think that something that has taken me a while in my career is how to be authentic to myself in influence, in relationships, in trust building. And I don't think that it's one personality type or another. I think that You could be shy and introverted or super data oriented and technical. I think all types of personalities can in their own authentic way communicate with the people around them to build trust, to build influence in the way that feels true to them. You know, I think when I when I was younger in my career, I was starting out as a PM. I got a lot of feedback of, oh, Jess, how do you, you know, show up more like a man would, show up more aggressively, show up more decisively.

1:24:15And I think there were some good nuggets in there, but I think it took me a while to feel like, hey, who I am and how I show up is actually my superpower that I can double down on. And I don't need to be like someone else. What I need to do is think about what I want to accomplish and how I want to grow and do that in a way that is true to me.

1:24:39Lenny Rachitsky:I could not agree more with that. I've shared very similar sentiment on the pod a few times. Just like you can accomplish the same things other people can through your own strengths. You don't have to do it the way they're doing it. Exactly. I so agree. A beautiful way to end that. And with that, we have reached our very exciting lightning round. I've got five questions for you. Are you ready? I'm ready. I'm so excited. What are two or three books that you find yourself recommending most to other people? I think there's a genre of book I've really fallen in love with. I mentioned Pachinko before.

1:25:11I love historical fiction because it really gives me access into worlds that I don't know. You know, they I can't remember who talks about windows and mirrors. Books are windows or mirrors for us. And historical fiction, especially about places where I'm less familiar with that history, is really a window into someone else's experience. And there's a particular type of historical fiction that I've just loved, which is multi-generational historical fiction. Pachinko does this with a family in Korea over generations and moving to Japan. There's a book called Homegoing, which is about the West Coast of Africa and the impact of the slave trade and the ongoing life in Africa from two split parts of the family.

1:26:00uh history of burning is a is a book that tells the story of um indian indentured servants that were brought to uganda to build the british railroad there um and just parts of history that i was so much less familiar with and really treasure that sort of window into

1:26:19Lenny Rachitsky:a different world i think the book overstory is an example that have you heard of that no i haven't i think i might be getting it wrong but it's called overstory which is around the concept of when you have a big tree like the overstory is the branches that kind of sit on top that kind of create a shade i think that's the book i'm thinking about and it's the story of a family over many generations and around a tree oh great now i have to pick that up it's popular okay if it's the one i'm thinking about i think you're gonna love it okay great okay uh favorite recent movie or tv show you've really enjoyed you know again this is another window i have been obsessively watching The Pit, which is probably a lame answer.

1:26:58I wonder if anyone else has given you that so far. But I just really, it's given me such a vantage point and a view into the incredibly difficult work that emergency healthcare workers do and the stresses and the system and the brokenness that they operate under, but also the extreme care and love that they bring to their work and has just given me so much admiration.

1:27:22Lenny Rachitsky:It is trending on this podcast. So, uh, and I'm watching it. It was really good. Okay. Favorite recent product, favorite product you recently discovered that you really love. Okay. I, I bought my husband a towel warmer. It was like 35 bucks on Amazon and it has led to so much joy in our household. Just getting out of the shower to a warm towel is so great. Um, it's a really fun addition to the, to the family. So I highly recommend that. It's just a cheap and easy way to brighten your day a little bit. I want one. That sounds amazing. Does it sit on top of an existing towel rack or is it a separate thing?

1:28:02It's a separate thing. It's sort of like a basket that you put the towel in. You could put it in for half an hour, an hour, set it on a timer. It's so cool.

1:28:10Lenny Rachitsky:Okay. I love this idea. Never been mentioned before. But I think more in the tech vein of products I've loved, I've been a loyal user of Casa, which I believe you tweeted about as well as a Casa user. Casa comes in and they have this idea of what if everyone had a household assistant? And so they come in and they take stock of every paint color, every appliance, every light bulb. And anytime something breaks or you need something repaired, you can just say, I need new light bulbs for this room. And they'll immediately send you them from Amazon. I need a new dishwasher. Ours broke. And they'll send you three options that fit your space and are good quality.

1:28:52They also pick up your packages every Friday and your donations. So great. And they're just the nicest people. So I'm really excited to see them thrive.

1:29:01Lenny Rachitsky:I love that pick. I was looking up their domain name, getcasa.com. And I think they're only in the Bay Area right now. And I think they're expanding into LA right now. Expanding into LA. Yep. Sweet. That's a good pick. And their website is very bare. I don't even know how you sign up. but uh yeah i think i don't know i guess you could figure it out but uh i i love costa uh yeah they also do like a filter rotation thing so like every six months they come and replace all your filters air purifiers and whatever you can set you can set like maintenance for your dishwasher for your air filters for your washer dryer which has been super cool to see um they also you get handyman credits every month so all the things that you put off do doing uh they can come in and do it themselves.

1:29:45And it's just wonderful.

1:29:46Lenny Rachitsky:Awesome. Okay. Two more questions. Do you have a favorite life motto that you often come back to in work or in life? I asked my husband about this one. I was like, what's my life motto? And he had such a nice answer that I thought I'd go with it. We have this saying with our kids, first the guests. So if you have guests over, which we love to host people in our house, our role with our three kids is guests always go first. And I think that it's really something that we think about in terms of being of service to others, being respectful to others, being welcoming, being kind. And I think that that has dictated a lot of who I am as a person and how we're trying to be as a family.

1:30:29When you are of service to others, when you are inclusive, when you can put them first ahead of yourself. I think it actually brings a lot of joy to you. And it certainly makes the world a little bit better.

1:30:42Lenny Rachitsky:One of the core values at Airbnb was be a host. Yeah. Which is very appropriate for Airbnb, but such a broadly useful lens. Right. I've also recently heard, if you want a village, be a villager. And so this idea of just building community, reaching out, being there for other people, and really taking that first step, even if it's scary or overwhelming, can really make a difference. Final question. You have some cool posters behind you if people are watching on YouTube. Is there one that's like a favorite? Is there one that has a story per chance? That's such a good question. So these are all my husband's posters.

1:31:22He is a musician. He loves guitar. So he picked them all. But I think that I have to say my favorite one is probably Jimi Hendrix plays the Greek. So we live in Berkeley and it's just slightly off camera, but it's just a great memory of sort of an incredible musician and the iconic place that we're lucky enough to live in and sort of the great access to culture that we have here, but also just how important music is to our lives. The Greek is such a cool venue.

1:31:55Lenny Rachitsky:Just like if people don't know, it's just like this outdoor amphitheater. You can get blankets. Everyone should go. It's such a fun spot, right? Right on UC Berkeley's campus. And they've got great music and we're really lucky to live close by. Well, with that, Jessica, thank you so much for being here. Two final questions. Where can folks find you online if they want to reach out at, maybe follow up on anything here? And how can listeners be useful to you? I am not a very online person. which is, you know, funny for being on this podcast. So I think the main place I am online is on LinkedIn. And so you could definitely find me there.

1:32:29In terms of being useful to me, I would love to hear what resonated for you, what's worked for you in the past, how you're seeing these things show up in your work, and how I can get better at, you know, uplifting the tech community. And as we go through this period of tremendous change, change how I can show up as a leader and as a source of community for this group of folks.

1:32:56Lenny Rachitsky:What change are you speaking of? It's called AI. We're still talking about AI. Oh, man. All right. Well, Jessica, thank you so much for being here. Yeah, thanks. Bye, everyone. Thank you so much for listening. If you found this valuable, you can subscribe to the show on Apple Podcasts, Spotify, or your favorite podcast app. Also, please consider giving us a rating or leaving a review, as that really helps other listeners find the podcast. You can find all past episodes or learn more about the show at lennyspodcast.com. See you in the next episode.