Paul Graham’S Lessons For Startups 2006

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Paul Graham’s Lessons for Startups Startup School 2006

Background ,[object Object],[object Object]

1. Release Early ,[object Object],[object Object],[object Object],[object Object]

2. Keep Pumping Out Features ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

3. Make Users Happy ,[object Object],[object Object],[object Object]

4. Fear the Right Things ,[object Object],[object Object],[object Object],[object Object],[object Object]

5. Commitment is a Self-fulfilling Prophecy ,[object Object],[object Object],[object Object],[object Object]

6. There’s Always Room ,[object Object],[object Object]

7. Don’t Get Your Hopes Up ,[object Object],[object Object],[object Object],[object Object],[object Object]

Conclusion ,[object Object],[object Object],[object Object],[object Object]

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Main Takeaways: - As PMs or aspiring PMs, we all know that we're supposed to be user-focused, but the inertia of the day-to-day can pull us away from a user focus. This talk is about building systems to combat that tendency. - Different types of user feedback shape different parts of the product development process; they should be used in connection with other tools / information (e.g., data, competitive scans) * Open ended conversations / relationships * Pitching the existing product * Reading / responding to customer feedback and issues * Concept testing * Trusted tester groups / alpha testers - Strategies for building user feedback into your workflow and leveraging it to improve your product launches

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Professional Scenarios 1. Saban is a top performing industrial equipment salesperson for D2D. After three years of working with his best client, he receives a text message from Pat (his direct manager) assigning him to a completely different account. Pat has received complaints that Saban gets all of the good clients and is not a “team player.” Saban responds to the message and asks for a meeting with Pat to discuss this change. Pat responds with another text message that reads: “Decision final. Everyone needs to get a chance to work with the best accounts so it is fair. Come by the office and pick up your new files.” Moments later, Saban sends a text message to Karen, his regional manager and Pat’s boss. It simply reads, “We need to talk.” 2. Amber, Savannah, and Stephen work for Knowledge, Inc. (a consulting company). While on a conference call with Tim Rice Photography (an established client), the group discusses potential problems with a marketing campaign. Tim Rice, lead photographer and owner of Tim Rice Photography, is insistent the marketing is working and changes are not needed. Amber reaches over to put Tim on “Mute” but accidently pushes a different button. She immediately says to Savannah and Stephen that the marketing campaign is not working and that “…Tim should stick to taking pretty pictures.” Tim responds, “You know I can hear you, right?” 3. James shows up to work approximately five minutes late this morning, walks silently (but quickly) down the hallway and begins to punch in at the time clock located by the front desk. Sarah, the front desk manager, says, "Good morning, James," but James ignores her, punches in, and heads into the shop to his workplace. Sarah rolls her eyes, picks up the phone, and dials the on-duty manager to alert her that James just arrived and should be reaching his desk any moment. 4. Paul works for the website division of SuperMega retail company. He receives an email late Friday afternoon that explains a new computer will launch at the end of next June and it will be in high demand with limited stock. Also contained in the three-page-message is that customers will be able to preorder the item 30 days before launch according to the production company. Paul is asked to create a landing page for consumers who are interested in learning more about the product. By mistake, Paul sets up a preorder page for the product that afternoon (well in advance of the company authorized period) and late Friday evening consumers begin to preorder the product. Sharon, Vice President of Product Sales at SuperMega, learns of the error Saturday morning and calls Paul to arrange a meeting first thing Monday morning. Sharon explains to Paul on the phone that the company intends on canceling all of the preorders and Paul responds that the company should honor the preorders because it was not a consumer error. After a heated exchange, Paul hangs up on Sharon when she insist.

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11/27/2018 Print https://content.ashford.edu/print/AUBUS600.12.2?sections=ch06,sec6.1,sec6.2,sec6.3,sec6.4,sec6.5,sec6.6&content=all&clientToken=b979f929-003… 1/24 6 Listening and Feedback Jupiterimages LearningObjectives Afterreadingthechapterandstudyingthematerials,youshouldbeableto: 1. Utilize the forms of listening that take place on the job. 2. Overcome the types of listening distractions and barriers that disturb effective communication. 3. Help managers improve their listening skills. 4. Use feedback to effectively communicate. 11/27/2018 Print https://content.ashford.edu/print/AUBUS600.12.2?sections=ch06,sec6.1,sec6.2,sec6.3,sec6.4,sec6.5,sec6.6&content=all&clientToken=b979f929-003… 2/24 6.1 Listening and Management Communication LearningObjective#1:Whatformsoflisteningtakeplaceonthejob? What kind of listener are you? It might be tempting to respond with a one-size�its-all answer, such as, "I'm a good listener," or, "I'm an empathetic listener." In truth, listening varies according to the content of a message and the context in which that message is delivered. For example, if you are being "chewed out" by a boss, empathy for the audience may go right out the window. In any case, listening plays an important role in business and management communication. In management communication, several styles of listening may be used. Contentlistening means that the receiver seeks to understand and remember the information presented by a speaker. Questions are posed to clarify the content of a presentation without judging or creating an argument. Even the speaker's limitations become of less interest, because the goal is simply to obtain information (Bovee & Thill, 2005). Activelistening, which should occur in most business settings, involves listening with a purpose (Barker, 1971). Doing so includes making a conscious effort to turn off internal �ilters and biases in the attempt to accurately perceive and understand what the other person says. In active listening, questions clarify the message and encourage the speaker with support and positive feedback (Brooks, 2003). Empathiclistening, a form of active listening, takes place when the receiver tries to understand the other person, including his or her feelings, needs, and wants. You may not share the person's perspective or point of view, but the idea is to appreciate the person's problems and situation. Effective supervisors master empathic listening. A type of listening that adds judgment, criticallistening, occurs when the recipient goes beyond comprehending the message to evaluating it. The analysis incorporates assessments of the logic of the argument, the value of the evidence, the validity of the conc.

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