Hari Srinivasan

If you're able to get into something that people really love and feel that and experience that, and really understand what that looks like and what it takes to get there, I think that's actually been a really valuable lesson.

"This" refers to product management skills, which Srinivasan was discussing teaching through LinkedIn's internal product university program.

You can't teach this just through frameworks. You needed to have a series of case studies. You need to have a real series examples.

When you start molding the clay, people want to come and help. When you start building something cool, people are gravitated to it. But until you can start doing that, that's really tough.

The five-day escalation rule is a LinkedIn process where managers must resolve team blockers within five days or escalate to the next management level.

We have something called a five-day escalation rule, which makes sure that if someone has something that they haven't been able to escalate and solve, that's probably then on the next level of person.

I've actually never seen a great PM who's in the center of it. I find the great PMs live on the edges. There's always someone who's this exceptional data scientist and the ability to maybe be a great GM and lead and inspire, or maybe someone who's so creative, who can lead a team in a different way.

I do like to ask people what the most complex thing they ever built was. I just love to understand mostly, what do they gravitate to? Is there something you gravitate to? And two, are they able to simplify it?