- L30 curve for understanding engagement
- Not every product is a daily use product; if they don't they need to make those engagements count (monetization, etc)
- Strategy: a story we tell from 3 years into the future
- Working groups: can be spun up for a single purpose and then dissolve
- They can also split, merge, or reorganize
- Avoid the "tyranny of structureless"
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Erasure codes provide dramatically better durability for the same replication factor against replication
- However, the CPU cost of repairing erasure codes is fair higher (you have to reconstruct the full file, find which pieces are missing, and propagate them again)
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"Increasing node churn dramatically decreases file availability and durability. Strategies like erasure coding and replication are means of insulating against the impact of node churn, but without a mechanism to replace the data, file loss is simply a factor of the rate of churn."
- Approach to getting to PMF
- Sean Ellis is a boss
- “How would you feel if you could no longer use the product?” and measure the percent who answer “very disappointed.”
- The magic number to this question is 40%
- You start to get directionally correct results around 40 respondents
- "If you only double down on what users love, your product/market fit score won’t increase. If you only address what holds users back, your competition will likely overtake you"
- Frame conversations as questions rather than speaking points; answer them with your knowledge
- Manage anxiety
- Be in the present, not the unknown (made up) future
- Reframe to be an opportunity or a gift
- It is not a performance! There is no perfection or mistakes!
- Focus on listening! Be spontaneous! Don't overanalyze and get out of your own way!
- "Dare to be dull"
- Add structure to your communication
- Problem / opportunity, solution, benefits
- What, so what, now what
- How you think about stress matters!
- Be better at handling stress; don't believe it's always bad for you
- Your body is rising to a challenge, helping you grow
- Stress helps make you social; part of the stress response is oxytocin
- There is no such thing as a fully structureless group
- Structurelessness becomes a way of masking power
- Implicit structure becomes a way of hiding power; explicit means others know what's going on and how to contribute
- Elites organically form in groups, based on shared beliefs and activities, and create their own tightly-bounded, informal communication channel
- "Once one knows with whom it is important to check before a decision is made, and whose approval is the stamp of acceptance, one knows who is running things"
- For an organization to be effective, these "friendship" traits that commonly form elites have to give in to traits of competence and merit
- Formation of elites is not bad; merely inevitable
- The informal group cannot be compelled to be responsible; it is left to the interests of the individuals
- Tasks can implicitly structure groups
- If there is no task at hand, people resort to controlling others out of a lack of something better to do