When the CEO held a virtual town hall in 2020 and said there needed to be layoffs, I knew I would be one of the first to go because I served zero purpose at that point.
You just have to immerse yourself in it. You should just constantly be building. That's what's going to give you the best chance of having the relevant skill set that is needed to make a difference in technology.
Product knowledge is the sum of everything an employee understands about the products and services they work with. At its core, it means knowing "what you're selling" inside and out. This includes product features, benefits, use cases, pricing, and how the product fits into customers' lives and the competitive landscape.
To successfully repair after a mistake, you need to acknowledge and name the mistake, validate the other person's feelings and viewpoint, and create a plan for the specific actions you will take to prevent this mistake from occurring again.
That model no longer fits how tech leaders work today. Over the past years, I have spent time in conversations with founders, executives, and operators who carry real responsibility inside their organizations. As a community builder, I often speak with them before they commit to attending events. Their questions are direct. They want to know who will be in the room, how discussions are structured, and whether the environment allows honest exchange.
Corporate training courses matter more today than they ever have before. This is because the way we work has changed, and so has the way people learn. In the past, training was often a one-time event, like a workshop or a short onboarding session. Today, this approach is not enough. Skills change rapidly, roles can shift, and companies need ongoing learning. This learning must be flexible and closely linked to real business goals.
