Ed Biden
@edbiden.bsky.social
I post super practical advice and templates for product leaders.
CPO | Product Advisor | Hustle Badger co-founder
LinkedIn: https://www.linkedin.com/in/edbiden
CPO | Product Advisor | Hustle Badger co-founder
LinkedIn: https://www.linkedin.com/in/edbiden
November 14, 2025 at 12:55 PM
𝗥𝗲𝘀𝘂𝗹𝘁:
CS and moderation don’t see him as serving their teams. He is one of them.
He knows their processes inside out.
His product sense for fixing their problems is off the charts.
They have nothing but praise.
🧵11/11
CS and moderation don’t see him as serving their teams. He is one of them.
He knows their processes inside out.
His product sense for fixing their problems is off the charts.
They have nothing but praise.
🧵11/11
November 14, 2025 at 12:55 PM
𝗥𝗲𝘀𝘂𝗹𝘁:
CS and moderation don’t see him as serving their teams. He is one of them.
He knows their processes inside out.
His product sense for fixing their problems is off the charts.
They have nothing but praise.
🧵11/11
CS and moderation don’t see him as serving their teams. He is one of them.
He knows their processes inside out.
His product sense for fixing their problems is off the charts.
They have nothing but praise.
🧵11/11
He was answering tickets, chasing down fraudsters, using the tools the team already had.
Then he joins the Trust & Safety team building tools for those teams.
🧵10/11
Then he joins the Trust & Safety team building tools for those teams.
🧵10/11
November 14, 2025 at 12:55 PM
He was answering tickets, chasing down fraudsters, using the tools the team already had.
Then he joins the Trust & Safety team building tools for those teams.
🧵10/11
Then he joins the Trust & Safety team building tools for those teams.
🧵10/11
𝗘𝗠𝗕𝗘𝗗 𝗜𝗡 𝗔𝗡𝗢𝗧𝗛𝗘𝗥 𝗧𝗘𝗔𝗠 💼
Sometimes it makes sense to go work with another team for a week.
We had a PM work with the customer service and moderation teams for a week when he joined Depop.
🧵9/11
Sometimes it makes sense to go work with another team for a week.
We had a PM work with the customer service and moderation teams for a week when he joined Depop.
🧵9/11
November 14, 2025 at 12:55 PM
𝗘𝗠𝗕𝗘𝗗 𝗜𝗡 𝗔𝗡𝗢𝗧𝗛𝗘𝗥 𝗧𝗘𝗔𝗠 💼
Sometimes it makes sense to go work with another team for a week.
We had a PM work with the customer service and moderation teams for a week when he joined Depop.
🧵9/11
Sometimes it makes sense to go work with another team for a week.
We had a PM work with the customer service and moderation teams for a week when he joined Depop.
🧵9/11
𝗥𝗲𝘀𝘂𝗹𝘁:
You’re building bridges with stakeholders, helping them empathise with each other.
You’re seen as the person who has a handle on the whole process.
You’re a natural leader for cross-functional initiatives.
🧵8/11
You’re building bridges with stakeholders, helping them empathise with each other.
You’re seen as the person who has a handle on the whole process.
You’re a natural leader for cross-functional initiatives.
🧵8/11
November 14, 2025 at 12:55 PM
𝗥𝗲𝘀𝘂𝗹𝘁:
You’re building bridges with stakeholders, helping them empathise with each other.
You’re seen as the person who has a handle on the whole process.
You’re a natural leader for cross-functional initiatives.
🧵8/11
You’re building bridges with stakeholders, helping them empathise with each other.
You’re seen as the person who has a handle on the whole process.
You’re a natural leader for cross-functional initiatives.
🧵8/11
Speak to your designer and all the non product teams you touch.
Ask what they’ve already got, and check it’s up to date.
Then pull it together it in one big diagram.
Show it to others and iterate.
🧵7/11
Ask what they’ve already got, and check it’s up to date.
Then pull it together it in one big diagram.
Show it to others and iterate.
🧵7/11
November 14, 2025 at 12:55 PM
Speak to your designer and all the non product teams you touch.
Ask what they’ve already got, and check it’s up to date.
Then pull it together it in one big diagram.
Show it to others and iterate.
🧵7/11
Ask what they’ve already got, and check it’s up to date.
Then pull it together it in one big diagram.
Show it to others and iterate.
🧵7/11
𝗥𝗲𝘀𝘂𝗹𝘁:
Everyone thinks you’re really analytical / into the details / have a head for numbers
𝗣𝗥𝗢𝗖𝗘𝗦𝗦 𝗠𝗔𝗣𝗣𝗜𝗡𝗚 🗺
OK, so sales won’t let you speak to customers, and you live in a data vacuum :shrug:
Go map out the key flow or process you’re concerned with.
🧵6/11
Everyone thinks you’re really analytical / into the details / have a head for numbers
𝗣𝗥𝗢𝗖𝗘𝗦𝗦 𝗠𝗔𝗣𝗣𝗜𝗡𝗚 🗺
OK, so sales won’t let you speak to customers, and you live in a data vacuum :shrug:
Go map out the key flow or process you’re concerned with.
🧵6/11
November 14, 2025 at 12:55 PM
𝗥𝗲𝘀𝘂𝗹𝘁:
Everyone thinks you’re really analytical / into the details / have a head for numbers
𝗣𝗥𝗢𝗖𝗘𝗦𝗦 𝗠𝗔𝗣𝗣𝗜𝗡𝗚 🗺
OK, so sales won’t let you speak to customers, and you live in a data vacuum :shrug:
Go map out the key flow or process you’re concerned with.
🧵6/11
Everyone thinks you’re really analytical / into the details / have a head for numbers
𝗣𝗥𝗢𝗖𝗘𝗦𝗦 𝗠𝗔𝗣𝗣𝗜𝗡𝗚 🗺
OK, so sales won’t let you speak to customers, and you live in a data vacuum :shrug:
Go map out the key flow or process you’re concerned with.
🧵6/11
i.e. 4-5 slides that explain the key dynamics you’re facing .
No fluff, mostly analysis that hasn’t been done before.
Imagine that you’re onboarding your replacement.
What would you want to know?
🧵5/11
No fluff, mostly analysis that hasn’t been done before.
Imagine that you’re onboarding your replacement.
What would you want to know?
🧵5/11
November 14, 2025 at 12:55 PM
i.e. 4-5 slides that explain the key dynamics you’re facing .
No fluff, mostly analysis that hasn’t been done before.
Imagine that you’re onboarding your replacement.
What would you want to know?
🧵5/11
No fluff, mostly analysis that hasn’t been done before.
Imagine that you’re onboarding your replacement.
What would you want to know?
🧵5/11
(And chances are, no one else has spoken to customers for weeks.)
𝗕𝗘𝗛𝗔𝗩𝗜𝗢𝗨𝗥𝗔𝗟 𝗔𝗡𝗔𝗟𝗬𝗦𝗜𝗦 📈
Do your own analysis on the product metrics.
Ideally pull together a fact pact for others.
🧵4/11
𝗕𝗘𝗛𝗔𝗩𝗜𝗢𝗨𝗥𝗔𝗟 𝗔𝗡𝗔𝗟𝗬𝗦𝗜𝗦 📈
Do your own analysis on the product metrics.
Ideally pull together a fact pact for others.
🧵4/11
November 14, 2025 at 12:55 PM
(And chances are, no one else has spoken to customers for weeks.)
𝗕𝗘𝗛𝗔𝗩𝗜𝗢𝗨𝗥𝗔𝗟 𝗔𝗡𝗔𝗟𝗬𝗦𝗜𝗦 📈
Do your own analysis on the product metrics.
Ideally pull together a fact pact for others.
🧵4/11
𝗕𝗘𝗛𝗔𝗩𝗜𝗢𝗨𝗥𝗔𝗟 𝗔𝗡𝗔𝗟𝗬𝗦𝗜𝗦 📈
Do your own analysis on the product metrics.
Ideally pull together a fact pact for others.
🧵4/11
This requires effort.
Make friends with the people who can set you up with interviews.
Block out the time to do them.
𝗥𝗲𝘀𝘂𝗹𝘁:
You go to meetings and know you’re the voice of the customer.
You can relay direct quotes and observations.
🧵3/11
Make friends with the people who can set you up with interviews.
Block out the time to do them.
𝗥𝗲𝘀𝘂𝗹𝘁:
You go to meetings and know you’re the voice of the customer.
You can relay direct quotes and observations.
🧵3/11
November 14, 2025 at 12:55 PM
This requires effort.
Make friends with the people who can set you up with interviews.
Block out the time to do them.
𝗥𝗲𝘀𝘂𝗹𝘁:
You go to meetings and know you’re the voice of the customer.
You can relay direct quotes and observations.
🧵3/11
Make friends with the people who can set you up with interviews.
Block out the time to do them.
𝗥𝗲𝘀𝘂𝗹𝘁:
You go to meetings and know you’re the voice of the customer.
You can relay direct quotes and observations.
🧵3/11
4 ways to generate novel insights and boost your credibility in your first few weeks:
𝗗𝗜𝗥𝗘𝗖𝗧 𝗨𝗦𝗘𝗥 𝗖𝗢𝗡𝗧𝗔𝗖𝗧 💬
Get out there and speak to some users. At least 5, and more like 10+.
🧵2/11
𝗗𝗜𝗥𝗘𝗖𝗧 𝗨𝗦𝗘𝗥 𝗖𝗢𝗡𝗧𝗔𝗖𝗧 💬
Get out there and speak to some users. At least 5, and more like 10+.
🧵2/11
November 14, 2025 at 12:55 PM
4 ways to generate novel insights and boost your credibility in your first few weeks:
𝗗𝗜𝗥𝗘𝗖𝗧 𝗨𝗦𝗘𝗥 𝗖𝗢𝗡𝗧𝗔𝗖𝗧 💬
Get out there and speak to some users. At least 5, and more like 10+.
🧵2/11
𝗗𝗜𝗥𝗘𝗖𝗧 𝗨𝗦𝗘𝗥 𝗖𝗢𝗡𝗧𝗔𝗖𝗧 💬
Get out there and speak to some users. At least 5, and more like 10+.
🧵2/11
Agile ceremonies are all about performance.
If your agile ceremonies aren’t delivering better outcomes, change them.
They should lead to higher productivity, better outcomes, and higher job satisfaction.
Agile should be exciting and dynamic.
🧵10/10
If your agile ceremonies aren’t delivering better outcomes, change them.
They should lead to higher productivity, better outcomes, and higher job satisfaction.
Agile should be exciting and dynamic.
🧵10/10
November 13, 2025 at 12:46 PM
Agile ceremonies are all about performance.
If your agile ceremonies aren’t delivering better outcomes, change them.
They should lead to higher productivity, better outcomes, and higher job satisfaction.
Agile should be exciting and dynamic.
🧵10/10
If your agile ceremonies aren’t delivering better outcomes, change them.
They should lead to higher productivity, better outcomes, and higher job satisfaction.
Agile should be exciting and dynamic.
🧵10/10
"…𝘈𝘯 𝘢𝘵𝘵𝘪𝘵𝘶𝘥𝘦 𝘩𝘢𝘴 𝘯𝘰 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴, 𝘴𝘰 𝘸𝘦 𝘸𝘰𝘶𝘭𝘥𝘯’𝘵 𝘢𝘴𝘬 ‘𝘤𝘢𝘯 𝘐 𝘶𝘴𝘦 𝘢𝘨𝘪𝘭𝘦 𝘩𝘦𝘳𝘦’, 𝘣𝘶𝘵 𝘳𝘢𝘵𝘩𝘦𝘳 ‘𝘩𝘰𝘸 𝘸𝘰𝘶𝘭𝘥 𝘐 𝘢𝘤𝘵 𝘪𝘯 𝘵𝘩𝘦 𝘢𝘨𝘪𝘭𝘦 𝘸𝘢𝘺 𝘩𝘦𝘳𝘦?’ 𝘰𝘳 ‘𝘩𝘰𝘸 𝘢𝘨𝘪𝘭𝘦 𝘤𝘢𝘯 𝘸𝘦 𝘣𝘦, 𝘩𝘦𝘳𝘦?'"
-- Alistair Cockburn, Agile Manifesto signatory
🧵8/10
-- Alistair Cockburn, Agile Manifesto signatory
🧵8/10
November 13, 2025 at 12:46 PM
"…𝘈𝘯 𝘢𝘵𝘵𝘪𝘵𝘶𝘥𝘦 𝘩𝘢𝘴 𝘯𝘰 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴, 𝘴𝘰 𝘸𝘦 𝘸𝘰𝘶𝘭𝘥𝘯’𝘵 𝘢𝘴𝘬 ‘𝘤𝘢𝘯 𝘐 𝘶𝘴𝘦 𝘢𝘨𝘪𝘭𝘦 𝘩𝘦𝘳𝘦’, 𝘣𝘶𝘵 𝘳𝘢𝘵𝘩𝘦𝘳 ‘𝘩𝘰𝘸 𝘸𝘰𝘶𝘭𝘥 𝘐 𝘢𝘤𝘵 𝘪𝘯 𝘵𝘩𝘦 𝘢𝘨𝘪𝘭𝘦 𝘸𝘢𝘺 𝘩𝘦𝘳𝘦?’ 𝘰𝘳 ‘𝘩𝘰𝘸 𝘢𝘨𝘪𝘭𝘦 𝘤𝘢𝘯 𝘸𝘦 𝘣𝘦, 𝘩𝘦𝘳𝘦?'"
-- Alistair Cockburn, Agile Manifesto signatory
🧵8/10
-- Alistair Cockburn, Agile Manifesto signatory
🧵8/10
• 𝗧𝗿𝗲𝗮𝘁 𝗱𝗲𝘀𝗶𝗴𝗻𝗲𝗿𝘀 𝗮𝗻𝗱 𝗲𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝘀 𝗮𝘀 𝗮𝗱𝘂𝗹𝘁𝘀. They should be exposed to the strategy, commercials and users. And they should be accountable for results.
"𝘈𝘨𝘪𝘭𝘦 𝘪𝘴 𝘢𝘯 𝘢𝘵𝘵𝘪𝘵𝘶𝘥𝘦, 𝘯𝘰𝘵 𝘢 𝘵𝘦𝘤𝘩𝘯𝘪𝘲𝘶𝘦 𝘸𝘪𝘵𝘩 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴…"
🧵7/10
"𝘈𝘨𝘪𝘭𝘦 𝘪𝘴 𝘢𝘯 𝘢𝘵𝘵𝘪𝘵𝘶𝘥𝘦, 𝘯𝘰𝘵 𝘢 𝘵𝘦𝘤𝘩𝘯𝘪𝘲𝘶𝘦 𝘸𝘪𝘵𝘩 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴…"
🧵7/10
November 13, 2025 at 12:46 PM
• 𝗧𝗿𝗲𝗮𝘁 𝗱𝗲𝘀𝗶𝗴𝗻𝗲𝗿𝘀 𝗮𝗻𝗱 𝗲𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝘀 𝗮𝘀 𝗮𝗱𝘂𝗹𝘁𝘀. They should be exposed to the strategy, commercials and users. And they should be accountable for results.
"𝘈𝘨𝘪𝘭𝘦 𝘪𝘴 𝘢𝘯 𝘢𝘵𝘵𝘪𝘵𝘶𝘥𝘦, 𝘯𝘰𝘵 𝘢 𝘵𝘦𝘤𝘩𝘯𝘪𝘲𝘶𝘦 𝘸𝘪𝘵𝘩 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴…"
🧵7/10
"𝘈𝘨𝘪𝘭𝘦 𝘪𝘴 𝘢𝘯 𝘢𝘵𝘵𝘪𝘵𝘶𝘥𝘦, 𝘯𝘰𝘵 𝘢 𝘵𝘦𝘤𝘩𝘯𝘪𝘲𝘶𝘦 𝘸𝘪𝘵𝘩 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴…"
🧵7/10
Keep attendance tight. Often the whole team does NOT need to be there (e.g. planning)
• 𝗪𝗮𝘁𝗰𝗵 𝗼𝘁𝗵𝗲𝗿 𝗽𝗲𝗼𝗽𝗹𝗲’𝘀 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. It’s difficult to know what good looks like if you haven’t seen it
• 𝗗𝗼𝗻’𝘁 𝗶𝗴𝗻𝗼𝗿𝗲 𝗼𝘃𝗲𝗿𝗿𝘂𝗻𝘀. Ask what people need to get back on track, and how to prevent it next time.
🧵6/10
• 𝗪𝗮𝘁𝗰𝗵 𝗼𝘁𝗵𝗲𝗿 𝗽𝗲𝗼𝗽𝗹𝗲’𝘀 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. It’s difficult to know what good looks like if you haven’t seen it
• 𝗗𝗼𝗻’𝘁 𝗶𝗴𝗻𝗼𝗿𝗲 𝗼𝘃𝗲𝗿𝗿𝘂𝗻𝘀. Ask what people need to get back on track, and how to prevent it next time.
🧵6/10
November 13, 2025 at 12:46 PM
Keep attendance tight. Often the whole team does NOT need to be there (e.g. planning)
• 𝗪𝗮𝘁𝗰𝗵 𝗼𝘁𝗵𝗲𝗿 𝗽𝗲𝗼𝗽𝗹𝗲’𝘀 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. It’s difficult to know what good looks like if you haven’t seen it
• 𝗗𝗼𝗻’𝘁 𝗶𝗴𝗻𝗼𝗿𝗲 𝗼𝘃𝗲𝗿𝗿𝘂𝗻𝘀. Ask what people need to get back on track, and how to prevent it next time.
🧵6/10
• 𝗪𝗮𝘁𝗰𝗵 𝗼𝘁𝗵𝗲𝗿 𝗽𝗲𝗼𝗽𝗹𝗲’𝘀 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. It’s difficult to know what good looks like if you haven’t seen it
• 𝗗𝗼𝗻’𝘁 𝗶𝗴𝗻𝗼𝗿𝗲 𝗼𝘃𝗲𝗿𝗿𝘂𝗻𝘀. Ask what people need to get back on track, and how to prevent it next time.
🧵6/10
• 𝗧𝗿𝗲𝗮𝘁 𝗯𝗼𝗿𝗶𝗻𝗴 𝗮𝘀 𝗮 𝗿𝗲𝗱 𝗳𝗹𝗮𝗴. If a ceremony isn’t exciting, how could you get to the same outcome faster?
• 𝗙𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝗲𝗻𝗲𝗿𝗴𝘆. If you’re running a session, make it zip.
• 𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀, 𝗻𝗼𝘁 𝗮 𝘀𝗰𝗿𝗶𝗽𝘁. Adapt them to make them work for you
🧵5/10
• 𝗙𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝗲𝗻𝗲𝗿𝗴𝘆. If you’re running a session, make it zip.
• 𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀, 𝗻𝗼𝘁 𝗮 𝘀𝗰𝗿𝗶𝗽𝘁. Adapt them to make them work for you
🧵5/10
November 13, 2025 at 12:46 PM
• 𝗧𝗿𝗲𝗮𝘁 𝗯𝗼𝗿𝗶𝗻𝗴 𝗮𝘀 𝗮 𝗿𝗲𝗱 𝗳𝗹𝗮𝗴. If a ceremony isn’t exciting, how could you get to the same outcome faster?
• 𝗙𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝗲𝗻𝗲𝗿𝗴𝘆. If you’re running a session, make it zip.
• 𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀, 𝗻𝗼𝘁 𝗮 𝘀𝗰𝗿𝗶𝗽𝘁. Adapt them to make them work for you
🧵5/10
• 𝗙𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝗲𝗻𝗲𝗿𝗴𝘆. If you’re running a session, make it zip.
• 𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀, 𝗻𝗼𝘁 𝗮 𝘀𝗰𝗿𝗶𝗽𝘁. Adapt them to make them work for you
🧵5/10
And if your agile ceremonies aren’t delivering those outcomes, change them.
Hot takes on better agile ceremonies:
• 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗔𝗡𝗬 𝗮𝗴𝗶𝗹𝗲 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. Add them back when you feel a pressing need. It'll be really clear WHY you're having the meeting.
🧵4/10
Hot takes on better agile ceremonies:
• 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗔𝗡𝗬 𝗮𝗴𝗶𝗹𝗲 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. Add them back when you feel a pressing need. It'll be really clear WHY you're having the meeting.
🧵4/10
November 13, 2025 at 12:46 PM
And if your agile ceremonies aren’t delivering those outcomes, change them.
Hot takes on better agile ceremonies:
• 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗔𝗡𝗬 𝗮𝗴𝗶𝗹𝗲 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. Add them back when you feel a pressing need. It'll be really clear WHY you're having the meeting.
🧵4/10
Hot takes on better agile ceremonies:
• 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗔𝗡𝗬 𝗮𝗴𝗶𝗹𝗲 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. Add them back when you feel a pressing need. It'll be really clear WHY you're having the meeting.
🧵4/10
You need to go back to the principles and use the meetings as patterns that accelerate your team:
• This is all about continuous improvement.
• Agile ceremonies should be exciting and dynamic
• They should lead to higher productivity, better outcomes, and higher job satisfaction.
🧵3/10
• This is all about continuous improvement.
• Agile ceremonies should be exciting and dynamic
• They should lead to higher productivity, better outcomes, and higher job satisfaction.
🧵3/10
November 13, 2025 at 12:46 PM
You need to go back to the principles and use the meetings as patterns that accelerate your team:
• This is all about continuous improvement.
• Agile ceremonies should be exciting and dynamic
• They should lead to higher productivity, better outcomes, and higher job satisfaction.
🧵3/10
• This is all about continuous improvement.
• Agile ceremonies should be exciting and dynamic
• They should lead to higher productivity, better outcomes, and higher job satisfaction.
🧵3/10
If you’re not using every stand-up / retro / sprint planning etc. session to ask:
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘤𝘳𝘦𝘢𝘵𝘦 𝘮𝘰𝘳𝘦 𝘷𝘢𝘭𝘶𝘦?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘣𝘦 𝘣𝘦𝘵𝘵𝘦𝘳?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘨𝘰 𝘧𝘢𝘴𝘵𝘦𝘳?
... AND getting results
... then they are not worth having.
🧵2/10
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘤𝘳𝘦𝘢𝘵𝘦 𝘮𝘰𝘳𝘦 𝘷𝘢𝘭𝘶𝘦?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘣𝘦 𝘣𝘦𝘵𝘵𝘦𝘳?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘨𝘰 𝘧𝘢𝘴𝘵𝘦𝘳?
... AND getting results
... then they are not worth having.
🧵2/10
November 13, 2025 at 12:46 PM
If you’re not using every stand-up / retro / sprint planning etc. session to ask:
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘤𝘳𝘦𝘢𝘵𝘦 𝘮𝘰𝘳𝘦 𝘷𝘢𝘭𝘶𝘦?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘣𝘦 𝘣𝘦𝘵𝘵𝘦𝘳?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘨𝘰 𝘧𝘢𝘴𝘵𝘦𝘳?
... AND getting results
... then they are not worth having.
🧵2/10
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘤𝘳𝘦𝘢𝘵𝘦 𝘮𝘰𝘳𝘦 𝘷𝘢𝘭𝘶𝘦?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘣𝘦 𝘣𝘦𝘵𝘵𝘦𝘳?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘨𝘰 𝘧𝘢𝘴𝘵𝘦𝘳?
... AND getting results
... then they are not worth having.
🧵2/10
4. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗴𝗲𝘁 𝗯𝗲𝘁𝘁𝗲𝗿 𝘄𝗶𝘁𝗵 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲
As with all things, your operating model should be continually improved, but no one is good at things first time round. Change as much as you need to, and as little as possible.
November 12, 2025 at 12:52 PM
4. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗴𝗲𝘁 𝗯𝗲𝘁𝘁𝗲𝗿 𝘄𝗶𝘁𝗵 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲
As with all things, your operating model should be continually improved, but no one is good at things first time round. Change as much as you need to, and as little as possible.
3. 𝗦𝗶𝗴𝗻𝗮𝗹𝘀 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝘀𝗽𝗲𝗻𝗱 𝘁𝗶𝗺𝗲 𝘄𝗵𝗲𝗿𝗲 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗵𝗮𝘃𝗲 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗮𝗰𝘁
As a manager you want to spend your time where you can make the most difference. Not on whoever shouts loudest.
As a manager you want to spend your time where you can make the most difference. Not on whoever shouts loudest.
November 12, 2025 at 12:52 PM
3. 𝗦𝗶𝗴𝗻𝗮𝗹𝘀 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝘀𝗽𝗲𝗻𝗱 𝘁𝗶𝗺𝗲 𝘄𝗵𝗲𝗿𝗲 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗵𝗮𝘃𝗲 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗮𝗰𝘁
As a manager you want to spend your time where you can make the most difference. Not on whoever shouts loudest.
As a manager you want to spend your time where you can make the most difference. Not on whoever shouts loudest.