“So it's sitting there in the Zoom meeting.”
Zoom
By Zoom Video Communications
20 recommend/use · 25 sourced episodes
Every sourced reference
Short attributed excerpts only. Timestamps are approximate.
“Microsoft Teams has uh Zoom has, but they're just these tiny little product craft delightful things”
“trying to synchronize a clap via zoom and then all shouting Yeehaw”
“I'm doing it over zoom and they're watching the live stream independently”
“you can do that in Zoom you can also use a chat I've done that very effectively”
“the moderator pulls you together you work on Zoom or whatever technology”
“it allows you to do obviously WhatsApp or um Facebook or indeed zoom on your television”
“I would say that Zoom was another example”
“we met meet on Zoom we chat we work with the same ones over months”
“the entire sales process for every company on Earth went to zoom and teams and web Xs and other virtual platforms”
“we also encourage people to use zoom if you have too many back and forth”
“on Zoom I'm all like my brain's like on the lookout for something”
“when they were like building Zoom early days they would get this one type of customer”
“hop on zoom on this day”
“it's become much more of a video conferencing product that competes with like zoom and Google meet”
“we track engagement during uh All Hands uh on the zoom”
“how many great communities have slack channels or Discord channels or you know Zoom calls”
“a lot of presentations now are actually remote and on Zoom”
“a lot of our interviews are still happening over Zoom”
“Like think about Zoom.”
“it is the best audio quality I have ever experienced in a communication tool better than Zoom”
“I would say I like Zoom better than you than you might think.”
“we'd all say Zoom Google workspace or whatever they're calling it these days”
“that was mostly on Discord Zoom Air table”
“I use zoom so much that I feel like I must say it because I spend so much of my time on it”
“we have slack Zoom for communication”
“State changes are anything that shakes your audience awake and adds some variety”
“it might be putting people into breakout room so they can discuss amongst themselves”
Related frameworks
Abundance Engineering: Fun, Energy, and the Paper Audit
Deliberately manufacture an abundant mindset by reframing for fun, scheduling for energy, and journaling the triggers.
Aha Moment Discovery via Correlation-Then-Experiment
Brainstorm high-value actions, correlate them with conversion and retention, then experiment to prove causation
Alpha Co-Creation Loop
Pick the users who are already pushing the boundary, build with them in a shared channel, ship only when they're thrilled.
Anchor the Streak to Your Unit of Use
Tie a streak to the smallest genuinely-meaningful action, not the easiest possible tap.
Appetite Bracketing
Set a time budget, then ask what you'd do with more and less — the bracket reveals the efficient frontier.
Asking for Help Well
Ask for advice, not answers — the counterintuitive skill that separates who rises from who stalls.
Audience Is the Hero, Presenter Is the Mentor
You are not the hero of your presentation — the audience is; your job is to be Obi-Wan, not Luke.
B2B Channel Sequencing Ladder
Turn on growth channels in a fixed order, cheapest-and-least-scalable first, because each later channel needs the customer knowledge the earlier ones produce.
Bend-Not-Break Flexibility with a Sanctity Keeper
Add flexibility so users don't break a streak — but appoint someone to guard it from being cheapened.
Be the Historian
Systematically reconstruct why past decisions were made so you inherit the lessons and see the baggage.
Breadth-Then-Depth Platform Strategy
Go wide to discover your niche, then put all your wood behind the few arrows that lift the rest
Building the PLG Team and Org
Start with a growth PM and an analyst, then formalize into a cross-functional PLG org with three growth heads
Candidate Market Fit
Position yourself as a narrow spear, not a net — three-to-four attributes the market actually wants.
Can They See What I'm Saying? (The Star Moment)
Make ideas visible — through a diagram, a drawn napkin, or one unforgettable star moment — so the whole room aligns on the same picture.
Cap Table as a Growth Strategy
Recruit influential founders and operators onto your cap table so they become your earliest, most credible customers and evangelists.
Category-Attribute Fit
Don't pick a market then decide how to win. Work out what wins there, and only pick markets where that's who you are.
Celebrate Adoption, Not Shipping
Replace hours and feature counts with customer-adoption outcomes teams can actually steer toward
Center of Gravity: Customer vs Employee vs Investor
Every company has one true center of gravity — know which, and re-engineer incentives to move it deliberately
Champions at Scale: Manual-to-Machine Word-of-Mouth Engine
Over-invest by hand in early product champions, learn their patterns, then productize those patterns into scalable content.
Churn-Ranked Refocus Roadmap
When you're bleeding to competitors, throw out the plan and build the churn list, sorted by ARR.
Clarity Over Cleverness in Feature Design
Comprehensibility is a retention lever — make the design a plain distillation of what you're tracking.
Cohort-Gated Private Beta
Onboard early users in small waves so each cohort surfaces new bugs instead of duplicating the last cohort's feedback.
Comically-Narrow Bullseye Definition (Inclusion / Exclusion / Triggers)
Narrow your target to ~seven concrete attributes across three buckets so everyone agrees these people will say yes
Commit-and-Celebrate Weekly Cadence
Bookend every week with Monday commitments and Friday celebrations, tracked by a short weekly status.
Complaint Storms
A team ritual to see your own product with fresh, critical eyes — by first ripping apart someone else's.
Consistent, Distinctive, Famous
The three-word brand brief for founders — and why fame is the nonlinear one nobody names.
Contribution-Margin Payback Period over CAC
Judge acquisition ROI by how many months of contribution-margin profit it takes to repay CAC, not by CAC or LTV:CAC.
CV > EV > TV > ME: The Prioritization Hierarchy
Rank every decision by Customer, then Enterprise, then Team, then self — and detect managers who invert it
Data-Driven Self-Story Rewriting
Debunk or validate the limiting stories you tell yourself by researching how people actually experience you.
Depth Without Stomping
Go deep on the details of the business, then course-correct by seeding hypotheses instead of overruling.
De-Risk the Deal (The Safety Net Playbook)
Reset the business case downward and build a safety net so signing stops feeling like a solo skydive
Design as Category-Crowding Leverage
The more crowded and mature a category, the more design and brand become the deciding differentiator.
Design for Humanity, Not the Organogram
Small teams plus human briefs beat large teams plus metrics — reciprocity does not scale.
Difficult Personality Protocol: Drivers and Gratitude
Reverse-engineer what a difficult person cares about, then reframe frustration into what you can learn from them.
Earn the No: Try to Make Yes Work First
Before rejecting an idea, sincerely attempt to make it work — then say no with receipts.
Earn the Secret by Savoring Surprises
There's no recipe for a breakthrough — hunt surprises at the edge instead of validation
Elevate a Profession, Not a Category
Instead of creating a software category, make a job into a meaningful identity people will fight for.
Envision-the-Ending Goal Discovery
Surface hidden goals by vividly imagining the finished future first, then reverse-engineering the journey to it.
Escape-Velocity Activation Metric
Identify the specific actions a user must take in their first window to become durably active, then make one team obsess over driving them.
Eyes Light Up
Track the moments faces change, then cut everything that doesn't produce them.
Failure-as-Default Framing to Create Startup Scarcity
Openly declaring a new bet will most likely fail buys the autonomy and speed a big company otherwise smothers
Flash Tags: Labeling the Intent of Every CEO Message
As you scale, tag every message with its intent so an offhand comment isn't executed as a mandate
FOMU Over FOMO (The Omission-Bias Diagnostic)
Buyers fear messing up more than missing out — diagnose which fear you're actually fighting
Force a Choice, Not a Comparison
Be the world's first banana, not a 10x better apple
Founder-Mode Navigation: Objective Behind the Ask
Treat the founder as a lever, and every founder directive as a mechanism hiding an objective.
Four Leverage Buckets: Where to Start Your PLG Motion
Choose your first PLG investment among acquisition, activation, conversion, and retention by fit and leverage
Friction Logging
Adopt a specific user's identity, walk your own product end-to-end, and log every point of friction.
Full-Stack Relationship Orgs
Replace support, success, research, PR and marketing with two teams that own a human relationship end to end.
Grade for Learning, Not Precision
Hand-wave the OKR score; spend your energy on the retrospective 'why' behind it.
Group UX Review and Walking the Store
Taste the soup together — experience the product as a group, log issues live, then debate each one.
Growth Team as a Rigor Forcing Function
Hire a growth leader early — the second-order effect is that it exposes everything you haven't measured.
Handbook-as-Code
Treat how the company operates as a versioned repo anyone can submit a merge request against
Hard Feedback, Both Directions
Receive: feel it, don't react, come back curious. Give: state the care out loud, then be direct about perception.
Head-Heart-Hands Micro-Experiments
Change yourself by running the tiniest possible experiment and reading the result through head, heart, and body.
Hire for Autonomy: References, Real Work, and Default Trust
You'll be in none of the decisions that matter — so hire people you can hand autonomy to, and verify via references.
Hire People Bigger Than Their Title
Build a small team of high-caliber people who each own more scope than their role, and screen for it with a paid work trial.
Hire Slow, Fire Fast: The Spiky-Hire Executive Playbook
Beat the 50% executive-failure rate by hiring spiky over well-rounded and running real blind references
Hook-Middle-End Story Structure
Package your message as a story with a hook, a middle that hides the message, and a celebratory end — then ask how to make it better.
Humble Inquiry Interview Mode
Interview to learn, not to sell — lower your status, smile, and weight past behavior over stated intent
Idiosyncrasy Preservation (The Stand-Up Comedian Test)
Protect the odd, inconsistent details of your product — idiosyncrasies count double.
If You Want to Kill a Plant, Have Two People Water It (The DRI Rule)
Every important cross-functional outcome needs one Directly Responsible Individual with real power
Incubate-Iterate-Integrate for Innovating Inside a Mature Product
Build the new experience beside your core product, perfect it, then fold it back in — so you don't break existing customers
Inside-Out Leadership Circles
Lead from the center out — self first, then one-on-ones, teams, and the business — because external fuel cracks.
Internal Tools as a Product (The Crying Octopus)
Run your dev-productivity team like a product team: monthly surveys, hard metrics, and one-click paper cuts.
Invest Profits, Not People: The Core Expansion Test
Fund new bets from the core's profits — never by moving engineers off the core.
Job Mission with OKRs (Play to Win)
Write your own version of the role with OKRs and share it with the hiring manager to win the offer.
Keep the Flame Alive: The High-Speed-Train Comms Cadence
Weekly bite-sized, honest updates and 3-minute customer snippets build momentum no one wants to step in front of
Laughably Small MVP Under High Stakes
Ship the smallest possible thing even for high-stakes problems — it delivers impact and reveals what to actually build.
Limit the Exploration (Trust Then Expertise)
Stop the endless-research spiral by getting the buyer to stop being the expert and start trusting yours
Live in the Future and Notice What's Missing
Don't try to think of a startup idea — get out of the present so ideas find you
Magic and Science Decision-Making
Replace A/B tests and metric goals with deep shared customer understanding, then decide by informed intuition.
Main Quest vs Side Quest Focus Filter
Filter every opportunity by 'does this advance the main quest, and is it important now or later?'
Managing Up by Calibrated Context
Proactively give your boss exactly enough context to weigh in — scaled to reversibility.
Maximize the Treatment Effect to Fail Conclusively
In low-sample B2B tests, throw every tactic at a hypothesis at once so a failure kills the idea for good instead of resurfacing for years.
MAYA: The Right Amount of Weird
Ship the most novelty a market will swallow — one notch past familiar, never past comprehensible.
MECE Problem Decomposition
Break any problem into buckets that are mutually exclusive and collectively exhaustive so you never miss a possible cause or solution.
Metric-Owned Teams with Soft Feature Ownership
Give teams a metric to move, not a feature to own — anyone can touch any surface that helps their number.
Middle-of-Funnel Lead Pooling
Build a growing pool of aware, engaged leads — via freemium — and let them convert on their timing
Multi-Prototype Comparison Testing
Show three distinct concepts instead of iterating one, so users can compare and you avoid over-commitment
North Star Translation Layer
Give every team a metric they can directly move, then convert each into a single company North Star using a shared translation factor.
Opinionated Software: Good Defaults Over Flexibility
Ship the one best workflow as a strong default so users spend time on their work, not on configuring your tool.
Optimize for Learning: The Impedance-Match Career Test
Choose roles by where you'll learn most and whether the mission truly matches how humans are wired.
Optimizing for Feelings
Name the emotion the product must evoke, build to that, and use metrics only as an honesty check.
Pattern-Breaking Inside a Big Company
Make small bets that can fail a lot — and hide them from the mother ship
Pick a Lane and Write the Story
Master one of the five product ambiguities early, then write the paragraph your next employer needs to hear.
Pilot-With-Your-Best-Team Rollout
Don't roll OKRs out company-wide; hand the book to your strongest team, let them adapt it, then spread by twos.
Pings and Echoes
Surface a buyer's hidden fear by voicing your hypothesis and listening for the reflection
PLG Is Fundamentally DLG (Data-Led Growth)
Giving away a free product only pays off if you capture and analyze its usage data
PR and Launch Strategy: Credibility Over Leads
Treat PR as a credibility asset for hiring and cold outbound, and replace one big launch with a cadence of launches.
Principles for Building Trustworthy AI Products
Match UI confidence to data quality, be transparent about sources, and design virtuous data cycles.
Problem-Cause-Solution First-Principles Framework
You can't solve a problem directly — break it into ranked causes, then solve the biggest
Product-Market Fit as Segment Territory
Treat PMF not as a binary but as territory won segment by segment, and double down hard on whatever segment is pulling.
Project-Chosen Leads and the Mutt Hire
PM is a role on a project, not a department — and you staff it with multi-disciplinary makers, not title-holders.
Punch Above Your Weight: Trust Signaling for Small Startups
Use small, cheap signals of polish and legitimacy so large customers trust a tiny company with big contracts.
Radical Trust Building
Not radical transparency — let people know you as humans, so the permission dialog gets the benefit of the doubt.
Recommendation-First Writing
Lead with the call, label the context, and never hide a point of view inside a neutral-looking pros-and-cons list.
Re-establishing Product-Market Fit (Stacking S-Curves)
When growth plateaus, throw away the roadmap, sacrifice impact for learning, and rebuild PMF for the next audience.
Retention as Habit-Building Plus Expansion
Retain by baking high-frequency habits into the product, then convert steady usage into expansion revenue
Revealed-Behavior Notification Timing
Trigger reminders off what users actually did, not what they said they'd do — 23.5 hours after last use.
Rewiring Stage Fright (The Pre-Talk Ritual)
Treat nerves as fight-or-flight chemistry and deliberately reset your body and mental model before you walk on.
Rewrite vs. Restart: The Plane Decision
Never rewrite a live product with a big customer base; do shut down a small-traction acquisition and rebuild it
RICE with Deferred Confidence and Effort
Score reach and impact first; sit with the innovative bets before letting C and E kill them.
Right Model for the Right Use Case
Route each AI feature to a model chosen for that job, not one popular LLM stretched over everything
Saying No by Trading Off
Never say no. Say yes, name what it displaces, and hand the prioritisation back.
Server-Side Events as the Default
Track events from your servers, not your clients — logs with a user ID are already events.
Shadows of Superpowers
Your plateau is almost always the shadow cast by the exact strength that got you here.
Ship Fast Without Breaking Money
Reject the reliability/velocity trade-off: automated gauntlet, ramped exposure, and remediations ahead of roadmap.
Ship-Ugly-Then-Polish Craft Loop
Combine shipping fast with fixing fast: get rough builds in front of real users, reserve polish for general release.
Short Toes
Engineer feedback so it lands on the work, never the person — the async collaboration protocol
Simplest-V1-Then-Amplify Experimentation
Ship the barest encapsulation of a hypothesis, confirm it has legs, then beat the heck out of it.
Six-Month Bets with a Collapsed W
Leaders ideate inside the teams' jam sessions instead of reviewing their output from outside.
Spending Chips: Breaking Rules Without Breaking Trust
Treat accumulated social capital as chips you deliberately spend to break the specific rules that block a new bet
Start Right Before You Get Eaten by the Bear
Open your story one beat before the juicy part — everything earlier is backstory scope creep.
Summarize, Checkpoint, One Click Better
Manufacture strategic thinking in real time by synthesizing the room, then improving the idea one click.
Superpower Excavation from Peak Stories
Find your true strengths by overlaying three peak-experience stories and spotting the theme that recurs.
Systematic Customer Conversations
Build a lightweight, repeatable system to talk to customers by phone on a regular cadence.
Systems-First Scaling (One to 100)
Once you have product-market fit, go slow to go fast: build the systems before you hyperscale.
Tactical Retention & The Cancellation Flow
Fix the 25-40% of churn product teams ignore — payment failures, off-boarding, cancel flows
The 10 Traits of Great Product Managers
A definition of what the PM job actually is — facilitation, execution, and impact — not a career ladder.
The 2004 Red Sox Team-Composition Model
Build your leadership bench mostly from homegrown talent, seasoned with a few marquee outside hires
The 70% Decision, Reward the Learning
Commit at 70% confidence with an explicit hypothesis, then iterate — and reward learning, not outcomes.
The AI Startup Moat: Data Flywheel + Crafted Workflow
Defensibility for AI apps comes from a proprietary data flywheel and a deeply crafted vertical workflow.
The Billion-Dollar Bootstrapping Heuristic
Match funding to goal: bootstrap cash-flow businesses, fund only clear paths to $1B revenue
The Bullseye Customer Sprint (5 + 3 in 1)
Interview five hand-picked customers against three prototypes in one team-watched day to learn who to build for
The Challenger Sale (Commercial Teaching)
Don't ask what keeps the customer up at night — show them what should be, then own the only cure
The Content Hierarchy of BS
Rank formats by how much they let you get away with — then hold yourself to the top of the pyramid.
The D5/D7 Ungameable North Star
One metric that fuses retention, engagement and growth — tracked as growth rate and cohort slope, never absolutes.
The Deep Dive PM Interview
Make candidates write real async requirements and defend them — a two-way test for remote PM fit
The Delegation Effect (Recommend, Don't Diagnose)
Prune the options and name your pick so the buyer no longer carries the blame alone
The Design-Led Architecture Stream
Give design a protected block to define the product's building blocks — or it will smuggle scope in at the end.
The Diversified Roadmap Portfolio
Treat a product roadmap like an investment portfolio, balanced across three axes of risk and intent.
The Double Lock (Sober and Drunk)
Debate every big decision twice — once rationally, once psychologically — and only act if both agree.
The Engineer-cation
Leaders clear 3-4 days, join a team as an IC, ship one small feature to production, and log the friction.
The Ex-Growth Company Test
Two questions that tell you whether your well-funded employer is quietly a dead-equity trap.
The Five PLG Readiness Components
The five things a product must have before a product-led motion can work
The Five PM Archetypes
Hire and compose product teams by five distinct thinking styles, not one generic ideal PM.
The Four Legs of the Negotiation Stool
Negotiate the resources you need to hit your OKRs before salary, then ask 'are you open to?'
The Four Reasons You're Not Getting Promoted
A diagnostic that separates 'the system can't promote you' from 'you're not ready' — because the fix differs.
The Full PLG Funnel Audit
Walk your own funnel as a confused buyer, then overlay the data to find your highest-leverage fix
The Ground-Truth Feedback Loop
Formal feedback is noise. Pull the real signal, prove you heard it, and publicly reward whoever gave it.
The Inflection Stress Test
Four questions that separate a real inflection from a vague 'why now'
The Inverted W Planning Process
Teams propose, leaders synthesise, teams adjust, leaders resynthesise, orgs distribute with context.
The Job Search Council
Run your job hunt as a committed 6-8 person peer group that flips anxiety into accountability.
The JOLT Method
Four moves that convert an indecisive buyer into a signed deal without adding pressure
The Kryptonite Reframe
Ask 'how does this serve me?' to convert a perceived weakness into a functional advantage — or decide to route around it.
The Lighthouse Users Program (10 → 100 → 1,000)
Deliberately serve a tiny, named set of customers through defined stages instead of chasing MAU too early
The LOCKS Algorithm for Evaluating Founder-CEOs
Five traits that predict whether a founder can actually scale a company: Lovable, Obsessed, Chip, Knowledgeable, Student
The Made-Up Name Reset
Give a team or feature a name nobody recognizes, so nobody can skip the argument about what it should be.
The Manukan Two-Pager & Listening Tour
Draft what you want and don't want, then run structured listening-tour conversations to find your fit.
The Meeting Operating System
Version your team's meetings like a product — ship a new rev every 90 days.
The Mission-to-Monday Cascade
Translate a 5-year mission down through strategy and quarterly OKRs into what you actually do this week.
The Most Charitable Interpretation
Hire for and enforce a norm of assuming good intent, and let the misfits leave
The Painful-Mistake Growth-Mindset Interview
Screen only for growth mindset by asking for the most painful mistake and what changed because of it.
The Parallel Sweet Spot: Psychological, Technological, Economic
Solve all three constraints at once — running them in series is how great products die.
The Pilot Program for De-Risking Launches
Build a diverse champion network of real customers to test new features in the wild before you ever launch.
The PLG Data & Infrastructure Stack
The three infrastructure layers plus per-funnel-stage tools every PLG motion needs
The Product-Adjacent Inroad
Break into PM by moving internally from a product-adjacent function, trading domain knowledge for the role.
The Quarterly Pricing Cadence
Stand up a pricing committee and do one small monetization thing every quarter, forever
The Remote-First Operating Stack
Five mechanisms that make an all-remote company across 60+ countries actually work
The Say-Do-Said Loop
Say you'll do the thing, say you're doing it, say you did it — to align, adjust, and close the loop.
The Sidecar Model of Management
You don't take the wheel or hand it over — you ride attached, and you have to be invited in first.
The Single Affordance Rule
One product, one job. Added functionality can subtract value by destroying clarity of purpose.
The Six-Month Autonomy Razor
If you're still telling a hire what to do six months in, you hired the wrong person.
The Skip: Career as a Product
Plan for the job after next, not the next job — and treat promotion as a means, not the goal.
The Slide Doc Spectrum (One Point, One Big Idea)
Match slide density to the medium — cinematic stage to circulated slide doc — while every slide makes one point serving one big idea.
The State Change Method
Punctuate every monologue with something that shakes the audience awake, every 3-5 minutes.
The Strategic Formula: Simple Why x Change Agent
Being seen as strategic = articulating a compelling, simple why AND championing big, hard ideas.
The Super Specific How
Cut the what and the why; spend your word count on the how nobody else will teach.
The Team Is the Product
Choose the company you want to build first, pick a problem worthy of it, then treat every hire as a product launch.
The Team Watch Party
Whole team watches interviews live, predicts first and debriefs after, replacing the research report with instant alignment
The Tempo Framework
Align every team on what shipping cadence 'good' looks like, then close the gap
The Three Acts and the Next North Star
The greyhound that catches the rabbit never runs again — pick your second North Star before you catch the first.
The Three Elements of a Breakthrough Idea
Grade any startup idea on inflections, insight, and founder-future fit — not the implementation
The Three Pattern-Breaking Actions
Movements, storytelling, and disagreeableness — how you get people to move to your future
The Three-Peer 24-Hour Approval
Replace slow top-down OKR sign-off with three peers who sanity-check your goals in a 24-hour turnaround.
The Three-Slide Believer Pitch
What you do, your non-obvious insight, then proof — built for believers, not objectors
The Torchbearer Five-Act Movement Structure
Lead change as a movement across five acts — Dream, Leap, Fight, Climb, Arrive — fueling the right emotion at each phase.
The Transparency Ramp
Default everything to public except three named exceptions, then ramp until it feels uncomfortable
The U-Curve of Founder Involvement
Involve a product-minded founder heavily at the start and end of a project, but give the team space to run in the middle.
The Ungated Customer Feed
Pipe raw customer feedback into Slack with no gatekeeper — and let engineers email the customer directly.
The User Imagery Adoption Test
Adoption stalls on who owns the product, not what it does — audit your user imagery before you scale.
The Value Metric Pricing Model
Charge on a metric that scales with value so acquisition, retention, and expansion self-correct
The 'Why Now' Perishability Test for Internal Pitches
A good business case that lacks a strong 'why now' trigger gets parked; make the opportunity feel perishable
The Wonder-Explore-Make-Impact Incubation Gate
A four-stage vocabulary with 6-pager gates that lets a big company incubate new bets without prematurely scaling them
The Zero-to-Seven-Day Retention Sprint
Concentrate experiments and flexibility on the first 7 days, where loss aversion actually locks in.
Triangulated Key Results
Measure one quarterly objective from three angles — a hard number, a squishy quality metric, and a dollar figure.
Two-Path Talent Sourcing (Network + Data)
Find the companies best at the skill you're hiring for, then find the best person there - via referral chains or via public performance data.
Values as a Mirror
Don't author values. Interview the whole team, harvest their exact words, and write them back as a story.
Visibility Signals Importance
Users care about a feature in proportion to how much the product visibly cares about it.
What Is / What Could Be (The Presentation Sparkline)
Alternate between current reality and a better future to create longing that moves an audience to act.
When You Eat a Sandwich, Don't Nibble
Deliver hard news and hard change in one decisive move, then deliberately over-correct
People in these episodes
- Anneka Gupta
- Brian Halligan
- Christina Wodtke
- David DeSanto
- David Singleton
- Donna Lichaw
- Hila Qu
- Jackson Shuttleworth
- Josh Miller
- Karri Saarinen
- Lenny Rachitsky
- Matt Dixon
- Michael Margolis
- Mike Maples Jr.
- Nancy Duarte
- Nikhyl Singhal
- Noah Weiss
- Patrick Campbell
- Peter Deng
- Phyl Terry
- Rory Sutherland
- Sri Batchu
- Vijay Iyengar
- Wes Kao
- Zoelle Egner
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