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"If you can paint a compelling vision for your organization, and most importantly, your team, the daily work, recruitment, and enrolling people outside the product function becomes much easier."

i agree that painting a compelling vision is key. and of course, what is considered compelling depends on your team members and their motivations.

for example, in the valley there's a saying among investors: "find a $1 billion market that you can turn into a $100 million market"...meaning that startups can target large incumbents (webex) with better products and lower pricing (zoom).

this might be compelling for some, while others may prefer a david-vs-goliath "take on the bad guy" approach. still others may prefer a "we should delight our customers" approach.

in your view, does the specific approach matter?

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Good question. For me it's all about the values of the organization and the tone you want to set. If it's a transactional goal, then you telegraph a transactional organization—this can become problematic. For me the best way to set vision is to ground it in purpose, and set a vision for an end state that you want to create that is deeply routed in the customer. That way your strategy and daily work is in service of the needs of the customer, rather than the needs of the organization. But everybody has their own way.

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