Walter Colindres on leading product teams: vision, values, transparency, earning stakeholder trust, and the habits that make teams deliver.
Research says AI can make us lazy thinkers. My experience is the opposite: it takes the mental busywork, so I can spend my thinking where it counts.
Rick Rubin says he's paid for his taste. In product, that's product sense: knowing what to do, when, why, and when to say no. It's what I'm hired for.
Getting fluent with AI means letting go of the part of the work I loved. The craft didn't disappear. It moved.
A lot of consulting produces decks. Why I don't do strategy theater, and what a real engagement looks like instead.
Polished PRDs, diagrams and dashboards are evidence of collaboration, not a substitute for it. Why the real product work happens in the conversations.
I shipped a feature the metrics said was working, and nobody believed it. Why dashboards don't build stakeholder confidence, and what does.
Why I share stakeholder context, motivations and even disagreements with my team: transparency builds trust, accountability and better decisions.
Without a clear, compelling vision, teams burn time, money and patience. Why product teams need a vision, not just sales targets, and what makes one stick.
The pandemic showed me I was working too much. How remote work reshaped my values, and why values now sit at the center of where people choose to work.
The strength of leadership sets the quality of outcomes, in results and in team morale. What I've learned about what makes product leaders effective.