What if I'm new to the company?

If you're new to the company, the framework can actually help you get up to speed and contribute faster. The rule of thumb: go fast on learning, slow on announcing.

As you onboard, do a strategy sketch by the end of your second week. Then use that sketch and the process in Chapter 3 to drive your learning plan in those early onboarding conversations. It systematically surfaces what you need to know: business strategy, product vision, current product state, landscape shifts, customer understanding.

Have thorough 1:1s with your boss, peers, and direct reports. Besides targeted context gathering, ask everyone the same three questions:

• What's working?
• What's not?
• What would you change if you could?

Organizations expect new leaders to drive change, but resist it if they feel you haven't done your homework or earned trust.

Don't publicly announce a strategy for at least a month, and ideally closer to the end of your first quarter. Use the time before then to do the deep work and conversations that build your credibility and bring people along for the ride. By the time you go public, you'll know what needs to change and you'll have the credibility and buy-in to make it happen.

And if you're taking over product leadership from a founder, drop your ego and work closely with them to craft the strategy. Otherwise, you may find yourself looking for another role sooner than you'd like.