RAFFIAPALM

Resources for product teams from industry experts.

If you have a strong vision, you are the catalyst for the change. You are the spark for the fire. And hopefully at this point, people are bought into the vision, because then it’s bigger than you. A good vision takes off on its own, and is bigger than your own ego, bigger than your own fear.

— Engineering Management for the Rest of Us by Sarah Drasner

Source: Amazon Kindle

Related Stories and Excerpts:

  1. Change for the better is not just possible, but absolutely necessary. A good leader cannot sit and watch things carry on as usual without sorting out how transformation can occur. In all of my years in this industry, across companies large and small, I have never seen a team that doesn’t need to change and evolve over time. — Engineering Management for the Rest of Us by Sarah Drasner Source: Amazon Kindle […]
  2. Articulating a personal challenge in the form of a question has other benefits. It allows you to be bold and adventurous because anyone can question anything. You don’t have to be a recognized expert; you just have to be willing to say, I’m going to venture forth into the world with my question and see what I find. As you do this, you’re in a strong position to build ideas and attract support. Because, whereas people are more likely to ignore or challenge you when you come at them with answers, they almost can’t resist advising or helping you […]
  3. But the principle of constantly expanding your experience, both personally and vicariously, does matter tremendously in any idea-producing job. Make no mistake about that. Another point to encourage you. No doubt you have seen people who seem to spark ideas—good ideas—right off the “top of their heads,” without ever going through all this process that I have described. Sometimes you have only seen the “Eureka! I have it!” stage takes place. But sometimes you have also seen the fruits of long discipline in the practices here advocated. This discipline produces a mind so well stocked, and so quick at […]
  4. Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers value than doing what you think you’re good at. And staying competitive as the basis of competition shifts necessarily requires a willingness and ability to learn new things rather than clinging hopefully to the sources of past glory. The challenge for incumbent companies is to rebuild their ships while at sea, rather than dismantling themselves plank by plank while someone else builds a new, faster boat with what they cast overboard as detritus. — The Innovator’s Solution: […]
  5. Do you cling to the idea that you the leader are the one who sets the vision and drives your people to pursue new and useful solutions? Or do you see yourself as someone who creates a place that elicits people’s slices of genius and turns them into collective genius? — Collective Genius: The Art and Practice of Leading Innovation by Linda A. Hill, Greg Brandeau, et al. Source: Amazon Kindle […]

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