Hey Daniel, hey Eric, welcome back here.

嘿，丹尼爾，嘿，埃裡克，歡迎回到這裡。

Thanks so much.

非常感謝。

Yeah, it's great to be here.

是啊，能來這裡真是太好了。

Hi Virginia.

嗨，弗吉尼亞。

Hello.

你好

All right, let's kick off.

好了，我們開始吧。

I wanted to start out with some reminders.

首先，我想提醒大家幾點。

First, we have a book club coming up on Inspired in four weeks on August 7th.

首先，我們將在四周後的 8 月 7 日舉辦一個關於《靈感》的讀書會。

I just re-read it myself.

我剛剛重讀了一遍。

It's a good read.

這是一本好書。

It's highly aligned with how I think about product management and does a good job of explaining why some of these things are important that I also believe to be important.

它與我對產品管理的看法高度一致，並很好地解釋了為什麼其中一些事情很重要，而我也認為這些事情很重要。

So it's nice to have another voice explaining all of that.

是以，很高興能有另一種聲音來解釋這一切。

So please do read that.

是以，請務必閱讀。

I think I'm going to update the new hire onboarding doc and ask all new hires to read this as well so that everybody in the team is on the same page with respect to this book.

我想我會更新新員工入職文件，並要求所有新員工都閱讀這本書，這樣團隊中的每個人都會對這本書有相同的認識。

Let's see.

讓我們看看

Reminder B, remember there's this interview spreadsheet, CS and sales have populated that with a number of customer contacts for meetings.

提醒 B，請記住有這樣一張面談電子表格，CS 和銷售人員已經在上面填入了一些客戶聯繫人，以便進行面談。

Please do follow up on that.

請繼續跟進。

I want to ensure goodwill with that team and follow up promptly with meetings with these customers so that that team can see that we're taking advantage of it.

我要確保與該團隊的良好關係，並及時跟進與這些客戶的會面，讓該團隊看到我們正在利用它。

Third reminder, we've got a little engagement survey.

第三個提醒，我們有一個小小的參與調查。

I'm going to run this once a month in Q3, just to take a pulse given all the change going on.

我打算在第三季度每月運行一次，以便在發生這麼多變化的情況下把握脈搏。

Please do take a minute to fill it out.

請花一分鐘填寫。

It's five quick questions and then one free form where you can share whatever feedback you have.

這是五個快速問題，然後是一個自由表格，您可以在其中分享任何反饋意見。

Fabian didn't receive it.

法比安沒有收到。

I'm pretty sure I went through my emails.

我很確定我看過我的電子郵件。

Maybe it's on my end, but I'm happy to fill it out.

也許是我的問題，但我很樂意填寫。

You didn't get it.

你沒明白。

I need to get it to you.

我得把它給你

All right.

好吧

I will.

我會的

I'll ask Jessica to resend that to you.

我會讓傑西卡重新發給你。

Anybody else in the same condition where you did not receive it?

還有人遇到同樣的情況嗎？

I don't recall, but is there a way to put the link to the survey in the agenda?

我不記得了，但有沒有辦法把調查鏈接放到議程中？

Well, it's personal.

嗯，這是個人問題。

It's tied back to your user ID so we can track which team you're on and that kind of thing.

它與您的用戶 ID 綁定，這樣我們就能追蹤您所在的團隊等資訊。

I do believe it's anonymous, but nevertheless, everyone has their own custom ID.

我相信它是匿名的，但儘管如此，每個人都有自己的自定義 ID。

So I'll ask Jessica to send it to Fabian and Karina.

所以我會讓傑西卡把它發給費比安和卡琳娜。

Anybody else?

還有其他人嗎？

I hadn't seen it, Scott, but I searched my email real quick and it looks like that's the title of the email.

我沒看到，斯科特，但我很快搜索了我的電子郵件，看起來這就是郵件的標題。

So if you just search for that in your Gmail, you should be able to find it if you got it.

是以，只要在 Gmail 中搜索一下，應該就能找到。

Pulse survey.

脈搏調查。

Okay.

好的

If anybody else didn't get it, please ping me.

如果還有人沒有收到，請聯繫我。

All right.

好吧

Next reminder, we have a goal of at least three customer interviews per PM.

下一個提醒，我們的目標是每個 PM 至少採訪三次客戶。

There's an OKR issue out there.

現在有一個 OKR 問題。

If you haven't updated it lately, please do so.

如果您最近沒有更新，請進行更新。

And remember, we have three weeks until Q2 to hit our goal.

請記住，在第二季度之前，我們還有三週的時間來實現我們的目標。

So please do invest the time to get those set up and get at least three done if you haven't already.

是以，請投入時間來設置這些功能，如果還沒有的話，至少要設置三個。

Next one, category maturity page.

下一個是類別成熟度頁面。

Last week, we talked about this.

上週，我們談到了這一點。

Josh did a great job of creating some new views, one of which is sort of this flow chart showing how mature we're going to be at a given point in time, which raised questions about whether we were forecasting that accurately.

喬希很好地創建了一些新的視圖，其中一個是流程圖，顯示了我們在特定時間點的成熟度，這讓人懷疑我們的預測是否準確。

If you haven't already, please go in and either confirm that it's accurate or update it.

如果您還沒有這樣做，請登錄並確認其準確性或進行更新。

Thanks to Kenny for creating that issue.

感謝 Kenny 創建了這個問題。

Somebody had a direction maturity page.

有人有一個方向成熟度頁面。

You want to talk about that?

你想談談嗎？

That was just me, just as you referenced it, so I was adding the link there.

那只是我的想法，正如你提到的那樣，所以我在那裡添加了鏈接。

That's all.

僅此而已。

Folks, if you haven't seen the updates there for the charts, just check it out.

朋友們，如果你們還沒有看到圖表的更新，就去看看吧。

So it's a good way you can get a sense for like, you know, it's hard when it's in tabular form, but when it's charted, it's much easier to see like if it's achievable or not based on some of the trends.

是以，這是一個很好的方法，你可以通過表格的形式來了解情況，你知道，這很難，但如果用圖表的形式，就更容易根據一些趨勢來判斷是否可以實現。

And there's also, if you scroll down, stage level trends as well.

如果向下滾動，還可以看到階段性的趨勢。

So you can see how your stage in particular is trending or set to be trending.

是以，您可以看到您所在舞臺的特定趨勢或即將出現的趨勢。

Great.

好極了

Thank you, Josh.

謝謝你，喬希。

All right.

好吧

Some team updates.

一些團隊更新

We hired a couple more PMs.

我們又僱了幾個 PM。

We got a good rhythm going on hiring.

我們的招聘節奏很好。

We hired Gabe Weaver.

我們僱傭了加布-韋弗。

He originally came through the growth funnel, but we have a really strong candidate for that fourth slot.

他最初是通過成長漏斗進來的，但我們有一個非常強有力的候選人來填補第四個名額。

So we're going to target Gabe for a third managed PM.

所以，我們要把加布作為第三個受管總理的目標。

The charter of that team is to be defined, but bottom line, we're going to have a third group in the managed area and Gabe will lead that.

該小組的章程有待確定，但最重要的是，我們將在管理區設立第三個小組，由 Gabe 上司。

And then Dov Hershkowitz, we just hired him as the APM monitoring.

然後是多夫-赫什科維茨（Dov Hershkowitz），我們剛剛聘請他擔任 APM 監督員。

He's got a great background in monitoring and has most recently been at Elastic.

他在監控領域有很好的背景，最近在 Elastic 工作。

So thank you to everyone who's been involved in the hiring loop.

是以，感謝所有參與招聘工作的人。

I know it's taking a lot of energy from everybody, but I think our hiring processes continues to pick up speed.

我知道這需要每個人投入大量精力，但我認為我們的招聘進程在不斷加快。

B2B worked with Christy and David Sakamoto to change some language around customer results.

B2B 與 Christy 和 David Sakamoto 合作，修改了一些有關客戶結果的措辭。

Just wanted to make sure you all saw that.

我只是想確認你們都看到了。

So there's the MR. Hey, Scott.

這就是MR嘿，斯科特。

On that one, the diff highlights what is new content, I believe, and there's one section that is great.

我認為，在這其中，差值突出了哪些是新內容，其中有一個部分非常棒。

I can totally understand why we would add that about prioritize ruthlessly.

我完全理解我們為什麼要加上 "無情地確定優先次序 "這句話。

But then the rest is, I guess, a bunch of formatting changes.

但剩下的，我想就是一些格式上的改動了。

And I don't know if there's new content in any of the dogfooding.

我也不知道這些狗糧裡有沒有新內容。

I guess the TLDR, the addition of that prioritize ruthlessly, or is there some other point we were trying to make in this change?

我想是 "TLDR"，即增加了 "無情地確定優先次序"，還是我們在這一改動中還想表達其他觀點？

Oh, it's been a little while.

哦，好久不見。

I think there were a number of changes, but before the handbook basically read that internal feedback is worth 10 times more than external feedback.

我認為有很多變化，但在手冊之前，基本上是這樣寫的：內部反饋的價值是外部反饋的 10 倍。

And I understand why we want internal feedback because of dogfooding and using our own product.

我也明白為什麼我們需要內部反饋，因為我們在使用自己的產品。

It's a great channel for feedback, but I think it was sending the message that customers weren't nearly as important as internal opinion.

這是一個很好的反饋管道，但我認為它傳遞的資訊是，客戶並沒有內部意見那麼重要。

And both Christy and I want to move off of that position.

克里斯蒂和我都想離開這個位置。

Like we should be customer first and treat our own teams as a customer.

比如我們應該客戶至上，把自己的團隊當作客戶。

But I don't want people to interpret that our own internal opinion is worth 10 times more than a customer's opinion, if that makes sense.

但我不希望人們理解為，我們內部的意見比客戶的意見價值高出 10 倍，如果這能說得通的話。

So it was mostly language, wherever that showed up in the handbook.

是以，無論手冊中出現了什麼，主要都是語言問題。

Gotcha.

抓到你了

Okay.

好的

The one comment that I had on this is that some of the text seems like we should focus on core competencies as opposed to new scope, as in we should focus first on what we're best at.

我對此的一個評論是，有些文字似乎認為我們應該關注核心能力，而不是新的範圍，就像我們應該首先關注我們最擅長的東西。

So anyways, that's one thought I had on this.

總之，這就是我的一個想法。

I don't remember that being the point of it.

我不記得這是重點。

Maybe it reads that way.

也許讀起來就是這樣。

I don't know.

我不知道。

Feel free to continue to suggest tweaks.

歡迎繼續提出調整建議。

The point was, let's prioritize and do what matters most first.

問題是，讓我們分清主次，先做最重要的事情。

Just it's kind of what I've been preaching the whole time.

這也是我一直以來所宣揚的。

Like let's, in your area, wherever that is, do what matters first.

比如讓我們在你所在的地區，無論在哪裡，先做最重要的事情。

Don't try to do it all at once.

不要試圖一次全部完成。

We're going to have to work our way through.

我們必須努力克服困難。

That was the point.

這才是重點。

Yeah.

是啊

And I don't know if this is a follow-up issue in the way you described it.

我不知道這是否是你所說的後續問題。

It doesn't seem controversial, but I will say there was a big discussion and a recent initiative from Sid and other leaders that we should heavily prioritize dogfooding because there are parts, there are teams within the company that were not utilizing our features.

這似乎沒有爭議，但我要說的是，希德和其他上司最近發起了一場大討論和一項倡議，我們應該優先考慮狗糧，因為公司內部有一些部分、一些團隊沒有利用我們的功能。

And we wanted to make sure that the product team was responsive to requests from them.

我們希望確保產品團隊能夠及時響應他們的要求。

It's a little bit different than saying it's about our internal opinion.

這與我們的內部意見有點不同。

Like we had always said we should validate it.

就像我們一直說的，我們應該驗證它。

So that clarification is good that we want to make sure it's about us saying this is in line with where we want to take the product and where we're hearing customers.

是以，我們很高興能澄清這一點，我們希望確保這與我們的目標一致，也符合客戶的要求。

But if an internal customer wants it, we should, the original thinking was that we should emphasize it.

但如果內部客戶需要，我們就應該這樣做，最初的想法是我們應該強調這一點。

I just want to like, if the intent was to make sure we were just clarifying that same position, but if we're saying actually we should kind of pull back from the push for more dogfooding.

我只是想知道，如果我們的目的是要確保我們只是在澄清同樣的立場，但如果我們說實際上我們應該從推動更多的狗糧中抽身出來。

No, I would, please don't conflate the two.

不，我會的，請不要把兩者混為一談。

We very much still want to dogfood.

我們還是非常想吃狗糧。

I think the point is when you're thinking of customers for your thing, think of our internal teams early, like you can get great feedback from them.

我認為，當你為自己的產品考慮客戶時，應儘早考慮我們的內部團隊，因為你可以從他們那裡獲得很好的反饋。

They have an incentive to work with you.

他們有動力與你合作。

There's very little risk in rolling out things early to them.

提前向他們推出產品的風險很小。

So treat them like a customer and think of our internal teams early as you're rolling something out.

是以，要像對待客戶一樣對待他們，並在推出產品時儘早考慮到我們的內部團隊。

That's still very much the message.

這仍然是非常重要的資訊。

But let's not over rotate on internal feedback or internal opinion.

但我們也不要過分依賴內部反饋或內部意見。

Let's still seek external feedback too, because that's just one customer of many. Great.

我們也要尋求外部反饋，因為這只是眾多客戶中的一個。 好極了

Make sense?

明白嗎？

Yeah, it does.

是的，確實如此。

All right. 2C, customer discovery training coming soon.

好的2C，客戶發現培訓即將開始。

Sarah O'Donnell and her team are going to do a bunch of sort of quick videos on a variety of customer discovery topics.

Sarah O'Donnell 和她的團隊將就各種客戶發現主題製作一系列快速視頻。

So super excited for that.

太激動了

They should start dropping any day now, I think starting this week.

我想從本週開始，它們隨時都會開始投放。

And so we'll release those to you as they come out.

是以，我們會在這些資訊發佈後及時向大家公佈。

We'll embed them in the how we work description on our team page as well.

我們還將在團隊頁面的 "我們如何工作 "描述中嵌入這些內容。

All right.

好吧

Number three, 12.2, kickoff feedback.

三號，12.2，開球反饋。

Josh, thanks for leading the charge.

喬希，感謝你的上司。

I thought you did a good job of emceeing and sort of adding color commentary in between.

我覺得你主持得很好，還在中間加入了彩色評論。

I thought the screenshots definitely helped.

我覺得截圖絕對有幫助。

There were a bunch that did not have them.

還有一些沒有。

I was wondering why.

我想知道為什麼。

Is it just because we're not there yet on many of these?

難道只是因為我們在很多方面還沒有做到位？

Yeah? Yeah.

是嗎？ - 是的 - Yeah? Yeah. - Yeah.

I mean, some of the commentary, I don't know, or Nicole added that, yeah, many of the issues were saying we're going to do UX front end and back end in the same iteration.

我的意思是，有些評論，我不知道，或者妮可補充說，是的，很多問題是說我們要在同一個迭代中完成用戶體驗的前端和後端。

So it hasn't started.

所以還沒開始。

And in some, they're like, I can think of a number where there just aren't appropriate screenshots, or at least there weren't screenshots or mock-ups created in advance for the purposes of front end working on it, because front end was going to work on it without a mock-up.

在某些情況下，它們就像，我能想到很多沒有適當截圖的地方，或者至少沒有截圖，或者沒有為了前端工作而提前製作的模擬圖，因為前端要在沒有模擬圖的情況下工作。

Okay.

好的

I'd love to get to where we're a bit ahead so that we'll have more of these earlier and hopefully the customer discovery flow will get us further ahead on that.

我很希望我們能走在前面一點，這樣我們就能更早地擁有更多這樣的產品，希望客戶發現流程能讓我們在這方面走得更遠。

In my case, some of the features also just have no UX component, as in no UI component that could be screen-shotted.

就我而言，有些功能沒有用戶體驗組件，也就是沒有可以截屏的用戶界面組件。

Understood.

明白。

Yeah.

是啊

I don't expect everyone.

我不指望每個人都這樣。

I mean, use your judgment.

我的意思是，你自己判斷吧。

If it doesn't need it, fine.

如果不需要，沒關係。

But where we do need design, it'd be great to get at least a month ahead so as we roll into dev, we have that to offer them.

但如果我們確實需要設計，最好能至少提前一個月，這樣當我們進入開發階段時，我們就能為他們提供設計。

Scott, just a quick question to you.

斯科特，問你一個簡單的問題。

How do you feel about presenting like balsamic or super lo-fi mock-ups on the kickoff call?

你對在開球呼叫中展示類似香醋或超低仿真模擬有什麼看法？

Fine with that.

沒問題。

Okay.

好的

Because that could be an option, too, for PMs that are waiting for UX to work in the same sprint.

因為對於在同一衝刺階段等待用戶體驗工作的項目經理來說，這也是一種選擇。

And I know that plan's done a pretty good job, at least in the past, of kind of running ahead of UX and saying, like, hey, this is kind of what I think I want this to look like before spinning UX cycles on making a more hi-fi mock-up.

我知道，至少在過去，計劃在用戶體驗方面做得很好，比如說，在用戶體驗循環制作更高保真的模型之前，我想我希望它是這個樣子的。

So just to- If you think it does a better job of describing it than the issue itself, then use it.

如果你認為它比問題本身更能說明問題，那就用它。

I think in some cases, like a picture can be worth a thousand words.

我認為在某些情況下，一張照片勝過千言萬語。

I mean, no matter how many words you throw at something, it's like, you know, for example, one of my things that I request or I reported on for the release, the kickoff meeting, was expanding the Epic view in the roadmap.

我的意思是，無論你在某件事情上說了多少話，就好像，你知道，例如，我在發佈啟動會議上要求或報告的一件事，就是在路線圖中擴展 Epic 視圖。

And like, those are basically just a bunch of buzzwords put together that you're like, okay, what does that mean?

就像，這些基本上只是一堆流行語，你會想，好吧，那是什麼意思？

Expand Epic.

擴展史詩。

And I'm just- I literally thought on that one for like 20 minutes saying, how do I make this issue title like more descriptive for customer value?

我想了大概 20 分鐘，說："我怎樣才能讓這個問題的標題更能體現客戶價值？

And it just came down to like, that is the functionality we're adding.

最後的結果就是，這就是我們要添加的功能。

What does that mean?

這是什麼意思？

Oh, here's the screenshot.

哦，這是截圖。

You can see that we're going to add a dropdown.

你可以看到，我們要添加一個下拉菜單。

You can see the issues and children epics that are attached to that epic.

你可以看到與史詩相關的問題和兒童史詩。

And in that case, I was like, I'm so thankful I have a screenshot, even though that one is actually not a hi-fi mock-up.

在這種情況下，我就想，真感謝我有一張截圖，儘管那張截圖實際上並不是高保真模擬。

It's more lo-fi.

它更低保真。

It was a little bit pieced together.

這是一點點拼湊起來的。

So yeah, I think like in general, there's a lot more value if we can show something like that.

所以是的，我認為一般來說，如果我們能展示這樣的東西，就會有更大的價值。

So product managers, you can consider that.

所以，產品經理們，你們可以考慮一下。

You should feel free that, you know, you're empowered to take a tool that you're comfortable with.

你應該感到自由，你知道，你有能力使用自己喜歡的工具。

Even if it might even be just like Google Slides and make something that gets you at least a part of the way there in terms of what you want the experience to look like.

哪怕只是像谷歌幻燈片那樣，至少也要能讓你部分了解你想要的體驗是什麼樣的。

Yep.

是的。

Perfect. 3C, I thought the talk track shifted.

太好了。3C，我以為談話軌跡變了。

It was definitely more problem focused.

這無疑更注重問題的解決。

I noticed a number of speakers really trying to zero in on that, which is perfect.

我注意到許多發言者都在努力將注意力集中在這一點上，這很好。

Some of them could have been more problem focused, I thought.

我認為，其中一些問題本可以更加集中。

So just keep considering that as you, you know, it's important to be able to pitch these things in ways that people that aren't close to it can understand.

所以，你要繼續考慮這一點，你知道，重要的是能夠用不熟悉的人能夠理解的方式來推銷這些東西。

And so just think about that.

你想想看

How do I explain this to someone who's cold, who doesn't know a darn thing about this?