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← The skills needed to make customers feel heard are different from the…
17 connected korrents · 14 moments from 23 Jan 2012 to 31 Jul 2026.
Everything filed under product management
product management
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startups
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SaaS
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hiring
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design
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management Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: The skills needed to make customers feel heard are different from the skills needed to understand what they actually need. The skills needed to make customers feel heard are different from the skills needed to understand what they actually need. Last stated a year ago
29 Aug 2025
JE
Jason Evanish — holds since 2025-08-29 — tap for who they are
Same subject: When customers feel heard, they churn less and become advocates who help improve the product. — tap to centre the map on it When customers feel heard, they churn less and become advocates who help improve the product. Last stated a year ago
29 Aug 2025
JE
Jason Evanish — holds since 2025-08-29 — tap for who they are
Same subject: An automated follow-up message can make a customer feel heard. — tap to centre the map on it An automated follow-up message can make a customer feel heard. Last stated a year ago
11 Sept 2025
JE
Jason Evanish — holds since 2025-09-11 — tap for who they are
Same subject: Listening to customers is invaluable, but you should not build the thing they asked you for. — tap to centre the map on it Listening to customers is invaluable, but you should not build the thing they asked you for. Last stated 5 months ago
26 Apr 2026
ES
Evan Spiegel — holds since 2026-04-26 — tap for who they are
CP
Colin Percival — holds since 2025-09-01 — tap for who they are
Same subject: You have to talk to customers and share your ideas as early and as often as possible, even though you need not take their advice. — tap to centre the map on it You have to talk to customers and share your ideas as early and as often as possible, even though you need not take their advice. Last stated 5 months ago
26 Apr 2026
ES
Evan Spiegel — holds since 2026-04-26 — tap for who they are
Same subject: Build on a customer problem somebody viscerally feels and would pay to fix, because it is very easy to imagine one that nobody does. — tap to centre the map on it Build on a customer problem somebody viscerally feels and would pay to fix, because it is very easy to imagine one that nobody does. Last stated 2 months ago
31 Jul 2026
PC
Patrick Collison — holds since 2026-07-31 — tap for who they are
Same subject: Empathy, body language and tone of voice are learnable skills, and expecting the world to adapt to how you are wired is not going to work. — tap to centre the map on it Empathy, body language and tone of voice are learnable skills, and expecting the world to adapt to how you are wired is not going to work. Last stated 3 months ago
1 Jul 2026
KB
Kent Beck — holds since 2026-07-01 — tap for who they are
Same subject: Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear — tap to centre the map on it Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear Last stated 10 months ago
21 Nov 2025
BG
Brendan Gregg — holds since 2025-11-21 — tap for who they are
Same subject: Direct communication with customers matters more than small, incremental product tweaks. — tap to centre the map on it Direct communication with customers matters more than small, incremental product tweaks. Last stated 8 months ago
23 Jan 2026
AK
Arvid Kahl — holds since 2026-01-23 — tap for who they are
Same subject: “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. — tap to centre the map on it “Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now. Last stated 2 months ago
28 Jul 2026
BS
Blake Scholl — holds since 2026-07-28 — tap for who they are
Same subject: A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. — tap to centre the map on it A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. Last stated 2 months ago
28 Jul 2026
SA
Sam Altman — holds since 2026-07-28 — tap for who they are
Same subject: A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. — tap to centre the map on it A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use. Last stated 4 months ago
2 Jun 2026
JJ
Justin Jackson — holds since 2026-06-02 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — tap for who they are
Same subject: A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. — tap to centre the map on it A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: "Too expensive" is never the real reason a customer cancels, because they already decided the price was acceptable when they bought. — tap to centre the map on it "Too expensive" is never the real reason a customer cancels, because they already decided the price was acceptable when they bought. Last stated 8 months ago
25 Jan 2026
JC
Jason Cohen — holds since 2026-01-25 — tap for who they are
Same subject: A best-in-class product should be priced at the point where customers say it is starting to get expensive, not at the point where they would call it a bargain. — tap to centre the map on it A best-in-class product should be priced at the point where customers say it is starting to get expensive, not at the point where they would call it a bargain. Last stated 2 years ago
23 Mar 2025
RV
Rahul Vohra — holds since 2025-03-23 — tap for who they are
Same subject: A cancelling customer already survived an improbable gauntlet to buy, which makes churn an emotional emergency before it is ever a metric. — tap to centre the map on it A cancelling customer already survived an improbable gauntlet to buy, which makes churn an emotional emergency before it is ever a metric. Last stated 8 months ago
25 Jan 2026
JC
Jason Cohen — holds since 2026-01-25 — tap for who they are
At the centre
The skills needed to make customers feel heard are different from the skills needed to understand what they actually need.
Holds Read this korrent →
When customers feel heard, they churn less and become advocates who help improve the product.
Holds
An automated follow-up message can make a customer feel heard.
Holds
Listening to customers is invaluable, but you should not build the thing they asked you for.
Holds
You have to talk to customers and share your ideas as early and as often as possible, even though you need not take their advice.
Holds
Build on a customer problem somebody viscerally feels and would pay to fix, because it is very easy to imagine one that nobody does.
Holds
Empathy, body language and tone of voice are learnable skills, and expecting the world to adapt to how you are wired is not going to work.
Holds
Giving a vendor brutally honest feedback helps the vendor and the customer's own company more than polite praise given out of fear
Holds
Direct communication with customers matters more than small, incremental product tweaks.
Holds
“Why now?” is the wrong question to make a founder answer — the honest answer can simply be that you started now.
Holds
A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero.
Holds
A business can have market fit, real advantages, and sustained effort behind a hard product and still fail if it doesn't give customers a strong enough reason to switch from what they already use.
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first.
Holds
"Too expensive" is never the real reason a customer cancels, because they already decided the price was acceptable when they bought.
Holds
A best-in-class product should be priced at the point where customers say it is starting to get expensive, not at the point where they would call it a bargain.
Holds
A cancelling customer already survived an improbable gauntlet to buy, which makes churn an emotional emergency before it is ever a metric.
Holds