Maria Angelidou

I love people who are action-oriented, who know how important it is to make decisions fast. The faster you make a decision, the better it is because you unblock your team to go execute. But as they execute, they're going to learn new things, and so you're going to iterate. All of that has debates in them.

I love people who are action-oriented, who know how important it is to make decisions fast. The faster you make a decision, the better it is because you unblock your team to go execute. But as they execute, they're going to learn new things, and so you're going to iterate. All of that has debates in them.

I love people who are action-oriented, who know how important it is to make decisions fast. The faster you make a decision, the better it is because you unblock your team to go execute. But as they execute, they're going to learn new things, and so you're going to iterate. All of that has debates in them.

The idea is that as a product leader and as a product organization more broadly, you don't want to be only going after small incremental gains. You also want to go after big ideas and you want to take big swings because they are more likely to bring step change growth to your business.

The idea is that as a product leader and as a product organization more broadly, you don't want to be only going after small incremental gains. You also want to go after big ideas and you want to take big swings because they are more likely to bring step change growth to your business.

The idea is that as a product leader and as a product organization more broadly, you don't want to be only going after small incremental gains. You also want to go after big ideas and you want to take big swings because they are more likely to bring step change growth to your business.

And so the possibility thinking, what it does, it asks you to dream big and to think big and to not be afraid to go after much riskier and higher reward ideas. If your team is not, doesn't have the muscle to go after big ideas, right, like over the longer horizon, you're going to, it's a recipe for relevance, I think.

And so the possibility thinking, what it does, it asks you to dream big and to think big and to not be afraid to go after much riskier and higher reward ideas. If your team is not, doesn't have the muscle to go after big ideas, right, like over the longer horizon, you're going to, it's a recipe for relevance, I think.

And so the possibility thinking, what it does, it asks you to dream big and to think big and to not be afraid to go after much riskier and higher reward ideas. If your team is not, doesn't have the muscle to go after big ideas, right, like over the longer horizon, you're going to, it's a recipe for relevance, I think.

One is, I think as part of your strategy, and you articulate what do you expect teams to do, you're going to think about this in multi-time horizon way. You are going to allocate your resources to big ideas and new products, existing products. If you're very clear with the strategy that you set and you communicated to the team, I think they're going to know what's expected. That's one.

One is, I think as part of your strategy, and you articulate what do you expect teams to do, you're going to think about this in multi-time horizon way. You are going to allocate your resources to big ideas and new products, existing products. If you're very clear with the strategy that you set and you communicated to the team, I think they're going to know what's expected. That's one.

One is, I think as part of your strategy, and you articulate what do you expect teams to do, you're going to think about this in multi-time horizon way. You are going to allocate your resources to big ideas and new products, existing products. If you're very clear with the strategy that you set and you communicated to the team, I think they're going to know what's expected. That's one.

As a leader, you have to be very clear what is the strategy you're driving. As part of that, ideally, it's not just incremental gains. You have allocated resources to go after bigger ideas. The second thing that you have to be really careful with is the incentives that you have in your organization. How do you recognize impact? Who do you reward? What type of behaviors?

As a leader, you have to be very clear what is the strategy you're driving. As part of that, ideally, it's not just incremental gains. You have allocated resources to go after bigger ideas. The second thing that you have to be really careful with is the incentives that you have in your organization. How do you recognize impact? Who do you reward? What type of behaviors?

As a leader, you have to be very clear what is the strategy you're driving. As part of that, ideally, it's not just incremental gains. You have allocated resources to go after bigger ideas. The second thing that you have to be really careful with is the incentives that you have in your organization. How do you recognize impact? Who do you reward? What type of behaviors?

Do you reward only incremental gains or do you also reward people who go after bigger ideas, even if they fail? Because some of them will fail, there's no doubt about it. And it is much easier to deliver incremental gains because they can happen in shorter periods of time and they're much more reliable than to go after bigger ideas, which take more time, they're more unpredictable.

Do you reward only incremental gains or do you also reward people who go after bigger ideas, even if they fail? Because some of them will fail, there's no doubt about it. And it is much easier to deliver incremental gains because they can happen in shorter periods of time and they're much more reliable than to go after bigger ideas, which take more time, they're more unpredictable.

Do you reward only incremental gains or do you also reward people who go after bigger ideas, even if they fail? Because some of them will fail, there's no doubt about it. And it is much easier to deliver incremental gains because they can happen in shorter periods of time and they're much more reliable than to go after bigger ideas, which take more time, they're more unpredictable.

And so as a leader, you have to reward both and you have to overcompensate for the fact that the latter is harder.

And so as a leader, you have to reward both and you have to overcompensate for the fact that the latter is harder.