Gibson Biddle's management approach for product leaders: push them to increase their pace of experimentation and learning, then treat a prolonged stretch — a year or two — without measurable progress against agreed metrics as a signal to reevaluate whether the right person is in that leadership seat. It pairs coaching (raise the experimentation cadence) with a hard backstop (a time-boxed accountability check), which distinguishes it from open-ended coaching-up and from immediate Wholesale Leadership Replacement (Replace vs. Coach-Up).
Coach direct reports to raise their experimentation velocity, and set an explicit time horizon (on the order of one to two years) after which persistent lack of measurable results against metrics triggers a leadership reassessment rather than continued patience.
Из тем: Netflix, Consumer Science, and Strategy Storytelling