Vash Marada

I'd map out all the user stories on where the product fits into one's life. Then identify the key demographics that fit this user story. Measure them by size and utility. Often you want to go after the markets that have the highest utility, as they'll generate the highest ROI. To measure ROI effectively I'd assess the CAC and expected LTV of each demographic. Targeting the ones that give you the best return.

The difference between managing and leading is in the former you are micro-conducting movements of the team while in the former the members have a lot more ownership of their movements. Giving team members an aligned vision and awareness of their role & responsibility in aiding that vision is key to making that happen. The vision is important, but I think the latter is equally as important. The members must know where they fit the vision clearly.

Risk is inevitable in the game, so you want to take risks with asymmetric rewards as much as possible. The key to getting to this is first getting good at assessing the true risk of major decisions. Often certain factors, such as time allotment, are often miscalculated. Since time is money people underestimate how much they burn into certain tasks that feel low risk but don't move the needle much. Getting clear on actual resource investment (time, capital, opportunity cost) is a key element on actually balancing risk.

Data is great but it can also be overwhelming and biased itself. In early stage it seems like the most important data is in the extremes. "What's really working" and "what's really not working" are the key elements to hone in on. Also keep the metrics simple. Having a simple indicator to showcase what success looks like is a lot better than having a ton.

As a leader, you can create this culture more effectively in the way you pose questions and ideas that stimulate critical thinking in a way that makes the outcome seem positive. Examples: 1. "I think we should do X because Y, someone tell me what is a downside of this could be that I might be missing." 2. "Last week it seems like we could've been better at X, does anyone else agree. If so what can we do to get there?" Feedbacks goal should be to create a better product. So if you frame your feedback requests in that manner, it feels less egoic and more catered toward achieve outcomes.

The solution usually lies here. What is the most important thing they can do that will move the needle and is that the thing being done? Treat each task as an investment and measure the "ROI" of each tasks success. Make sure they are completing the highest ROI options. This will also create momentum in what they are doing, as often we are caught in a world of completing tasks that don't get us any direct real world results, and thereby don't generate much momentum.