Mike Hudack

I think that you have to have these kind of competing ideas in your head at the same time, which are like on one hand, we've built a thing that we really believe in. We're putting our best foot forward and we believe that it is going to work.

And at the same time, we intellectually understand that when you first ship something, it's probably going to have something wrong with it or some misunderstanding of the customer need or your solution that needs to be addressed. Sometimes that's so drastic as, well, guys, we just wasted our last six months and we never should have built this in the first place.

And at the same time, we intellectually understand that when you first ship something, it's probably going to have something wrong with it or some misunderstanding of the customer need or your solution that needs to be addressed. Sometimes that's so drastic as, well, guys, we just wasted our last six months and we never should have built this in the first place.

And at the same time, we intellectually understand that when you first ship something, it's probably going to have something wrong with it or some misunderstanding of the customer need or your solution that needs to be addressed. Sometimes that's so drastic as, well, guys, we just wasted our last six months and we never should have built this in the first place.

And sometimes it's something as simple as the copy on the second street screen of the new user experience is wrong and people don't get it. You need to change it. You know, you need to be open to like both of those things. And it could be anywhere on that spectrum. I think you just have to be emotionally prepared for having to do that work.

And sometimes it's something as simple as the copy on the second street screen of the new user experience is wrong and people don't get it. You need to change it. You know, you need to be open to like both of those things. And it could be anywhere on that spectrum. I think you just have to be emotionally prepared for having to do that work.

And sometimes it's something as simple as the copy on the second street screen of the new user experience is wrong and people don't get it. You need to change it. You know, you need to be open to like both of those things. And it could be anywhere on that spectrum. I think you just have to be emotionally prepared for having to do that work.

And if you're not emotionally prepared for doing that work, You know, when you don't hit your goals with a launch, what happens is the team and everybody around the team who makes decisions around this stuff becomes deflated. Mood goes down and you kill the project too early.

And if you're not emotionally prepared for doing that work, You know, when you don't hit your goals with a launch, what happens is the team and everybody around the team who makes decisions around this stuff becomes deflated. Mood goes down and you kill the project too early.

And if you're not emotionally prepared for doing that work, You know, when you don't hit your goals with a launch, what happens is the team and everybody around the team who makes decisions around this stuff becomes deflated. Mood goes down and you kill the project too early.

I think that you, first of all, I don't think that a leader's job is always to cheerlead. I think sometimes a leader's job is to say, hey, guys, we're in a really tough situation here. But it is to inspire. A hundred percent. A hundred percent. And when you're going into a product launch, I want you really inspired. Yeah.

I think that you, first of all, I don't think that a leader's job is always to cheerlead. I think sometimes a leader's job is to say, hey, guys, we're in a really tough situation here. But it is to inspire. A hundred percent. A hundred percent. And when you're going into a product launch, I want you really inspired. Yeah.

I think that you, first of all, I don't think that a leader's job is always to cheerlead. I think sometimes a leader's job is to say, hey, guys, we're in a really tough situation here. But it is to inspire. A hundred percent. A hundred percent. And when you're going into a product launch, I want you really inspired. Yeah.

There's this idea, I think, that you can be deeply proud and optimistic about the thing that you have built, but also know that it's not perfect.

There's this idea, I think, that you can be deeply proud and optimistic about the thing that you have built, but also know that it's not perfect.

There's this idea, I think, that you can be deeply proud and optimistic about the thing that you have built, but also know that it's not perfect.

It's the same as, like, it's a position of maturity that you might have about yourself, which is like, oh, well, you know, you're smart, you're accomplished, you did this and you did that, but you're a flawed human being and you have to be humble about these things and you're not perfect and maybe you were wrong about that thing or whatever. You can have high self-esteem while being...

It's the same as, like, it's a position of maturity that you might have about yourself, which is like, oh, well, you know, you're smart, you're accomplished, you did this and you did that, but you're a flawed human being and you have to be humble about these things and you're not perfect and maybe you were wrong about that thing or whatever. You can have high self-esteem while being...

It's the same as, like, it's a position of maturity that you might have about yourself, which is like, oh, well, you know, you're smart, you're accomplished, you did this and you did that, but you're a flawed human being and you have to be humble about these things and you're not perfect and maybe you were wrong about that thing or whatever. You can have high self-esteem while being...

sober about yourself or sober about the thing that you built and realistic about it at the same time.