Maria Angelidou

Yes, if you don't have the right incentives.

Yes, if you don't have the right incentives.

Yes, if you don't have the right incentives.

Good product leaders need to have general management skills. That means that they need to have not just strong product sense, but also strong business sense. Can they manage a portfolio of products that is complex and can they distribute capacity and resources appropriately? Can they manage towards a healthy P&L? Can they drive business goals, not just product goals?

Good product leaders need to have general management skills. That means that they need to have not just strong product sense, but also strong business sense. Can they manage a portfolio of products that is complex and can they distribute capacity and resources appropriately? Can they manage towards a healthy P&L? Can they drive business goals, not just product goals?

Good product leaders need to have general management skills. That means that they need to have not just strong product sense, but also strong business sense. Can they manage a portfolio of products that is complex and can they distribute capacity and resources appropriately? Can they manage towards a healthy P&L? Can they drive business goals, not just product goals?

Actually, that was my first role at Facebook, and I can tell you that was my probably hardest role, not just at Facebook or Meta now, but probably across my entire career. Facebook was nothing like I've ever experienced before. A couple of things. One was that it was a really heavy feedback culture, really heavy feedback culture.

Actually, that was my first role at Facebook, and I can tell you that was my probably hardest role, not just at Facebook or Meta now, but probably across my entire career. Facebook was nothing like I've ever experienced before. A couple of things. One was that it was a really heavy feedback culture, really heavy feedback culture.

Actually, that was my first role at Facebook, and I can tell you that was my probably hardest role, not just at Facebook or Meta now, but probably across my entire career. Facebook was nothing like I've ever experienced before. A couple of things. One was that it was a really heavy feedback culture, really heavy feedback culture.

Oh, very direct and a lot. So no matter how small or big it was what you were doing, you got feedback from many directions. And a lot of times it was also conflicting feedback. So, you know, you were not vocal enough in this meeting, someone would tell you. And then another person would say for the same meeting, hey, you were too vocal.

Oh, very direct and a lot. So no matter how small or big it was what you were doing, you got feedback from many directions. And a lot of times it was also conflicting feedback. So, you know, you were not vocal enough in this meeting, someone would tell you. And then another person would say for the same meeting, hey, you were too vocal.

Oh, very direct and a lot. So no matter how small or big it was what you were doing, you got feedback from many directions. And a lot of times it was also conflicting feedback. So, you know, you were not vocal enough in this meeting, someone would tell you. And then another person would say for the same meeting, hey, you were too vocal.

No, I think it's actually was a great school because what it does is it really pushes you to calibrate and think about, okay, how do you, what type of feedback do you lean into and which one you don't.

No, I think it's actually was a great school because what it does is it really pushes you to calibrate and think about, okay, how do you, what type of feedback do you lean into and which one you don't.

No, I think it's actually was a great school because what it does is it really pushes you to calibrate and think about, okay, how do you, what type of feedback do you lean into and which one you don't.

I think there's a few things that you can do. How do you prevent from it happening in the first place? I'll give you a few examples. One is, you know, you can have really solid design guidelines and design system that the teams that develop in their corners of the product then can go to and lean on to have consistency.

I think there's a few things that you can do. How do you prevent from it happening in the first place? I'll give you a few examples. One is, you know, you can have really solid design guidelines and design system that the teams that develop in their corners of the product then can go to and lean on to have consistency.

I think there's a few things that you can do. How do you prevent from it happening in the first place? I'll give you a few examples. One is, you know, you can have really solid design guidelines and design system that the teams that develop in their corners of the product then can go to and lean on to have consistency.

You can have front end components that are ready to grab and so that teams don't reinvent them. And again, there's lack of consistency, right? Right now we're developing really clear tone of voice guidelines. So this is like how the product talks to you across the different surfaces. If it's all consistent, it feels simpler, right?

You can have front end components that are ready to grab and so that teams don't reinvent them. And again, there's lack of consistency, right? Right now we're developing really clear tone of voice guidelines. So this is like how the product talks to you across the different surfaces. If it's all consistent, it feels simpler, right?