How to build trust and grow as a product leader

"Stack levels" refers to organizational hierarchy levels, while "left and right" means adjacent teams or functions at your same level.

I call this going two stack levels up, two stack levels down in terms of your curiosity and what you understand, and also, knowing what's to the left and what's to the right.

You can't do homework. You can't do exercises. You can't do fake stuff. You have to work on real products at real companies with real customers, with real data to get better at product management.

It is not just your job to get what you can get done with the resources in front of you. It's your job to marshal resources both inside your org and across your organization.

What's the least amount of work I could do to make this thing as good as possible? versus How do I do as much work as possible to make sure it's great?

When Fareed says "it's impact," he's referring to the product work and communication skills discussed earlier in their conversation about career growth.

I think it's impact on the organization, changing the way people think about problems, helping generalize what works and what doesn't work, bringing learnings to the table.

At the core is you have to actually execute and deliver great products, and you have to do it over, and over, and over again.

You need to have some breadth, right, but it's like same problem, different industry. It's one way to think about depth that's focused. Different problem, same industry is another way to think about it.

You have to shift from doer to editor is the way I think about it. You have to shift from, 'My job is to do the work,' to, 'My job is to make the work better.'