DreamFlare: Shamelist & Learning

Shamelist

1. My communication style is too direct. I’ve been applying the Minto Principle (starting with the most important takeaway, then supporting it with logically ordered evidence) in initial Slack conversations with colleagues. While crispness is beneficial once deeper connections are established, I should initially provide more context about my work, its purpose, and where I need their assistance before delving into specifics.
2. One of the strategy document which I wrote was too narrowly focused on the current problem and how to solve it. I didn’t consider any ripple effects of my product and business recommendations. How do they impact the company, both positively and negatively? How would these ideas work at scale?
3. Initial days, I started the meeting hoping everyone knew what the agenda was without clearly establishing what was I going to cover and why. This made people stop me in between my presentation and ask me what was I covering.I should’ve clearly state what I need from the others in a meeting. This helps them understand how the conversation relates to them and what kind of alignment or recommendation I’m seeking.
4. I created lengthy strategy documents (detailing short, medium, and long-term impacts) which very less people would. I should’ve included a summary that distills the key points into three main ideas. The document should read like: “We should do X because we gain A, B, and C.” This way most people would understand what my recommendations are.
5. In a cost modeling exercise for a business idea, I focused on potential multi-million dollar revenue without considering the profit margin, which was only 10% of overall revenue. This oversight led me to initially view the idea favorably and strongly recommending it, when it was actually not even viable.

Learnings

1. Take more time to think before speaking. This approach saves time in the long run by reducing the need to repeat or clarify statements due to initial vagueness.
2. When initiating a new project, actively seek out reasons why it might not succeed. This deliberate challenge to confirmation bias of why something can fail helps identify potential flaws early on. The goal is to critically examine assumptions and challenges, and if the idea seems viable, determine what would be required to make it work.
3. Business cost >> product vision, traction, or fit. Without a profitable business model, any idea will eventually fail. Focus on engineering costs, marketing expenses, and opportunity costs (comparing potential revenue from option A versus option B).
4. Prioritize diplomacy before directness. Build interest and cultivate relationships by getting to know colleagues in person. Provide written communication in advance of meetings or discussions to allow for preparation and reflection.

Note: Most of the learnings comes from listening to my manager (Josh)