Gabrielle Chueh

Looking to become a better leader? Check out these 10 tips to build trust and propel your team to success! - Authenticity is key: Share your strengths and areas of growth. - Empathy matters: Seek to understand your team's perspectives. - Walk the talk: Align your actions with your words. - Invite honest feedback: Create an open door for communication. - Follow through: Promises made, promises kept. - Respect confidentiality: Build a safe space to share. - Own your mistakes: Sincere apologies foster accountability. - Know your limits: Collaborate and learn together. - Respect boundaries: Promote work-life balance. - Kindness is power: Strengthen relationships, enhance trust. Click to find out more in my latest blog post! 👇 https://lnkd.in/gzm6QYBq

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After 8 memorable years, my time at Google has come to a close. Like many who have posted here, my role was impacted by the recent layoffs. While the news was a surprise for sure, it has also offered an opportunity for positive change. I've enjoyed valuable family time and this transition perfectly aligns with our move back to the SF Bay Area. I'm immensely grateful for the amazing colleagues and mentors who shaped my time at Google. You know who you are – thank you! I'm also thankful for Google's support in pursuing my MBA at Columbia Business School, a decision that continues to guide my career in marketing. This next step has allowed me to take inventory of my skills, examine my career path, and get excited about the career possibilities ahead... My strengths: ✅ Strategic messaging, positioning, and go-to-market  ✅ Data-driven marketing approach ✅ Collaborative problem-solver skilled in navigating complex scenarios with flexibility and adaptability. 🧠 Staying Ahead:  I'm fascinated by the potential of generative AI to impact the marketing function. I'm actively learning prompt engineering and staying on top of industry trends. So with that, what am I looking for? 💡 I’m Interested in: Product Marketing Manager and Sales roles in the SF Bay Area within enterprise B2B software and consumer tech. 🖐 How you can help: If you're in my network and know of open positions matching my background, please reach out! Thank you, Google for an incredible chapter. I'm excited to write the next one! 🙏🙏 🙏 #productmarketing #layoffs #opportunity #openforwork #sanfrancisco #google #columbiabusinessschool

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One of my biggest challenges as a PM was properly managing stakeholders 😅 . This is arguably the highest leverage activity you can undertake as a PM. In this post, I share strategies I learned and use to get positive feedback from C-suite executives PS: If you are interested in my free communication frameworks comment "Free template" and I will share. Also, tag and reshare to PMs who need this! First, let's understand why managing stakeholders is important 🤗 . Why is managing stakeholders important as a PM 🤔 ? 1. Ensures alignment with project goals and stakeholder expectations, driving overall success. 2. Facilitates effective communication and decision-making, reducing risks and conflicts. 3. Enhances collaboration and support, leading to better resource allocation and project outcomes. What are signs you need to manage stakeholders better 🤔? 1. Constant requests for updates  2. ⁠Inconsistent feedback – Stakeholders provide conflicting or delayed input, causing confusion. 3. Lack of engagement – Stakeholders are uninvolved, indicating poor communication or unclear expectations. What do Senior executives care about in your communication 🤔? 1. Impact on business outcomes and long-term objectives. 2. Strategic alignment with company goals. 3. Progress against key metrics and milestones. 5. Critical decisions needed and clear next steps. Here are 10 practical strategies I learned and use to manage stakeholders 😎 : 1. Communicate clearly and often: Use tools like Slack for real-time updates and tailor messages to the audience. 2. Set Expectations Early: Outline goals, and timelines, and manage scope with a formal process. 3. Active Listening: Schedule check-ins and use tools like Google Forms to collect and address feedback. 4. Involve Stakeholders in Decision-Making: Use collaborative tools and workshops for alignment. 5. Tailor Information for Different Stakeholders: Customize updates based on stakeholder roles and needs. 6. Build Trust: Follow through on commitments and be transparent about issues. 7. Manage Conflict Effectively: Mediate disagreements with data and neutral problem-solving. 8. Provide Value to Stakeholders: Demonstrate progress with metrics and tailored reports. 9. Document Decisions and Agreements: Summarize meetings and track decisions with tools like Jira. 10. Stay Proactive: Use a stakeholder matrix and address risks before they escalate. Free resources on my newsletter: - Communicating with Executives Effectively by Google Group PM at Product School - Persuasive communication and managing up by Wes Kao on Lenny's newsletter Get more insights on other free resources on my strategy for managing stakeholders in my newsletter What strategy helps you effectively manage stakeholders? Please let us know in the comments #ProductManagement #ProductManagers

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Most of my team are remote workers for good reason. It makes no sense to commute to an office given we (and our customers) are stationed in multiple time zones in North America, LATAM and Europe. During the pandemic the only change was no travel or in-person client visits. Our revenue continued to grow without interruption. The culture building and networking aspects of in-office are great; but if most of your teammates are located elsewhere then networking isn’t as beneficial. IMO the jury is out on the impact of working solely in an office. To be honest I haven’t done that since 2012 and in a very different role. Will it cause attrition, a talent drain or make hiring more difficult? We’ll know soon enough. #MicrosoftTeams

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As a Product Manager you must live in the Past, Present and Future. You must understand tech, business and customer decisions that happened before. You must be present to the current needs of your partners, team, customers, market and leaders. You must be looking ahead to know what obstacles approach and how to unblock your team. BUT... Some days that's really overwhelming 😵‍💫 🤯 Some days you just have to get through today. And that's OK. 🤗 That was me last week. 📅 Our team was moving fast which is thrilling. But I had a big meeting to prepare for and that required all my energy. I had to be Present and that's all I could do. I gave myself permission to turn off the other things (which PMs rarely do). . . . How do you best juggle the Now/Next/Later responsibilities of Product? #product #productmanagement #productmanagers

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Every day, I read about another big company that is forcing employees to return to the office. Today, it was Amazon. My view is that most companies are not remote-native and will never embrace a true remote culture. Everything about them - offices, culture, processes, team, org charts, etc. - was designed for an in-person setting. Asking them to become remote is like asking a Mac to run on Windows - it doesn't work! Remote-native companies work because they are designed with the potential/pros and constraints of remote settings in mind. They are not perfect, just fit for purpose in this new framework. They are Macs running on macOS. PS: If you work at Amazon and wants to thrive in a remote setting, please join us at Tint. We're hiring, especially for Engineering positions! https://lnkd.in/gPgXqTzX

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So let me get this straight. Intuit is eliminating the roles of 10% of their workforce and nearly 60% of those laid off Intuit is publicly calling "Underperformers"? Where do I begin? So Intuit is admitting that: 6% of their global workforce are underperformers so instead of dealing with them on an individual basis and coaching them up or leading them out you decided to handle it through a mass public execution? You made it INCREDIBLY clear that 60% of these folks who are dumped into the marketplace to pursue other roles are UNDERPERFORMERS. How do you think that's going to help them "be more successful outside of Intuit”? You think Meta, Google or any other Bay area company are going to be excited about interviewing them? You then go on to state that you are going to hire 1800 NEW employees in FY25. How excited do you think candidates are to join Intuit after you have publicly humiliated the previous 1800 employees they would be replacing? It is absolutely clear what management guru Tom Peters said decades ago “Forget loyalty. Or at least loyalty to one’s corporation. Try loyalty to your network instead.”

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We found out that performance reviews and promotions at Uber were rigged. I had the chance to sit in on a number of performance review panels during my time at Uber. One of the things I most admired a lot about the leadership of the company was their commitment to the pursuit of fairness in the promotion & performance review process. Here’s the most interesting lesson I learned: Your manager’s psychometric profile has a HUGE influence. Anyone from Uber knows about the colours system. It was a psychometric test that put you in one of four buckets: 🔵 very analytical, cautious, methodical 🟢 hyper diplomatic & relationship driven 🔴 biased to action, authoritative 🟡 optimistic, persuasive, creative We had our head of data science study two main trends: how managers of different profiles would tend to grade their teams & how teams in general tended to grade different profiles (They also studied the impact of gender, geography, etc) We uncovered a huge bias. Blue and Red managers would tend to grade people very harshly compared to their Yellow and Green counterparts. Also - Yellow managers were far more successful at advocating and defending higher gradings for their reports. No company is perfect, but I really respected the effort that the Uber LATAM leadership made to analyse and root out these sorts of biases. A sense of unfairness when it comes to advancement is corrosive to your culture if left unresolved.

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Red flag: Teams who throw headcount at problems ☠ More is not necessarily better. And sometimes, more is actively counter-productive. Like the technical founders who hire "bee-dee" for the first time without clearly identifying the objectives, the process, and what success looks like. Just some vague notion of growth or expansion. Walk into that situation and you're almost guaranteed to fail, no matter how good you are. Then they'll fire you, blame you for the lack of results and go looking for a new person again. Cycle repeats. Or the leaders who paper over engineering inefficiencies by hiring more and more engineers and brute forcing their way through the roadmap (if there even is a roadmap), at the expense of an effective workflow, product feedback loops and quality code. Green flag: every job in the organization is either building, improving or operating a system ✔ Any well-run business is simply a set of interconnected systems which are operated by people. In a startup, those systems may be very immature, or prone to constant change. But they should still exist. The role of leadership is to create and prove those systems, and then delegate them. Ideally, that means every function is founder-led in the early stages. But if you do need someone to build, say, your marketing engine completely from scratch, it needs to be explicit that the job is to create and systematize the marketing process for the organization. That's not a job for a mid-level marketer. It's playing with fire to bring in someone like that and expect them to "figure it out". Occasionally they will. But mostly they won't. If you're going to delegate the leadership function, you need to hire a leader. If you won't do that, build the system first and then delegate it. But never mix the two. You'll thank me later. #recruiting #hiring #crypto #web3

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I used to think saying ‘yes’ made me a team player. It almost made me fail as a Product Manager! At Meta, I was once approached by a senior leader with a request to take on additional responsibilities outside my core priorities. While the opportunity sounded exciting, I knew it wasn’t aligned with the critical goals I was working to deliver. Saying no wasn’t easy. But I had learned a valuable lesson: If everything is Priority 0, then nothing is. Taking on more would have stretched me too thin and jeopardized the impact of my most important work. I respectfully pushed back, explaining why focus was crucial and how I could provide better results by doubling down on the key initiatives already on my plate. That decision reinforced a truth I now live by: Time is the most valuable commodity. Use it wisely and deliberately. Be ruthless in prioritizing your work, and don’t be afraid to say no—even to senior leaders—when it’s the right thing for the team and the product. 💡Key Insight: Prioritization isn’t just about the product—it’s about your own focus and capacity. Saying no is an act of leadership. 👉 Question: When was the last time you said no to protect your priorities? How did it impact your work? #careergrowth #careerdevelopment #leadership #productmanagement BeReady Academy

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500+ PMs asked me for Asana referrals in 2024. Only 3 people did it right. This is how ⇩ First, what do most people do wrong? They ask the recipient to do work for them: ❌ They ask for open positions, instead of looking them up. ❌ They send endless paragraphs about why they are a great fit. ❌ They ask to be referred, when the recipient doesn’t know them. So what did these 3 people do right? ✅ They kept it simple: “Hi Ari, thanks for connecting. Do you know the hiring manager for [the specific position]? I’m a PM with [the exact thing we are looking for]. Thanks!” I knew the hiring manager, so I put them in touch. Dead simple. Remember: → Keep your message short. → Don’t give your contact work you should do. → Don't ask to be referred if they still don't know you. 🔥 How will YOU get your next referral? ׁ

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A couple of years back, the Great Resignation was the most notable trend in the labor market. With mass layoffs raging, this seems like a lifetime ago. Recently, Amazon's strict return-to-office (RTO) policy has reignited discussions about "backdoor layoffs"—strategies where companies indirectly reduce headcount by implementing policies that lead to voluntary resignations. While this approach might seem controversial, it might not be a bad idea for companies aiming to realign their workforce. By encouraging voluntary departures, organizations can: 1. Reduce Costs: Save on severance packages and minimize legal complexities associated with formal layoffs. 2. Enhance Cultural Alignment: Retain employees who are fully committed to the company's vision and adaptable to change. 3. Maintain Brand Image: Avoid the negative publicity that often accompanies mass layoffs. However, with Amazon's RTO policy, there's a risk of losing top talent, especially in competitive fields like AI, to companies offering more flexible work arrangements. This strategy underscores the delicate balance companies must strike between operational efficiency and employee satisfaction in today's evolving workplace. #Amazon #ReturnToOffice #WorkforceManagement #BusinessStrategy #FutureOfWork

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🧨Warning: this will be a *very* unpopular opinion, most likely offensive to many. Read at your own risk, especially if you're smart, driven and resourceful. I read Alex Rechevskiy's post below and... I almost agreed with it. It was tempting, I could feel avenged. But then... I just felt too comfy in my validation cocoon and looked beyond the surface. Because, for some reason, I can't stay in a comfy place without deconstructing it. And, so, I disagreed. I agree with the facts shared in the post anout how the system is designed. They are all accurate. But I disagree with most of the opinions why, though. And, more than anything, I disagree with the idea that entrepreneurial professionals are set up for failure in #FAANG. Here's why. 🤯 FAANG hires smart and resourceful people, who are used to be the best, the ones who are always right. They learned to say No to most other ideas because of this. These people can come up with a new idea and make it successful in almost any startup, rinse and repeat. And when they land in big tech, they get a big slap over their know-it-all face. The environment is set up so that only a few of them can drive those 0-1 initiatives because, in any microclimate, there must be leaders and a big crowd to support them. They say hire one A-level member in a team. FAANG employees are all A-level. And FAANG is a microclimate. FAANG is how the whole world would look like if everyone was in the top 1%. The former 1% then must learn humility and new ways to stand out when being 1% is the average. Exceptional is no longer enough. They have to be exceptionally exceptional, or learn to be support staff. FAANG is like the ultimate "boss level" playing field times 10. 🔔 This is my opinion based on my own experience, the reality that I lived in FAANG and saw through my colleagues and students. It's interesting that somehow, when I was in Meta, I managed to find something new and drive it forward. Frankly, after months of trying to come up with ideas that proved to have been already tried and discarded, I was surprised when I came up with something that others hadn't thought about. That I had to explain to people so they could grasp the concept. And then it took even longer and more effort to actually change something. 👏🏻 Congratulations if you managed to read this far! ‼️ Now tell me, what do you think? Are FAANG orgs just chaotic places where talent is set up to fail? Or are they machines built to squeeze the excellence out of excellent by creating the most adverse microclimate and pushing for the survival of the fittest? 🤔 #bigtech #careersintech

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I’m often asked, “How can I engage and contribute to OpenSearch? How can my business innovate with OpenSearch?” Having been part of the OpenSearch community for 1.5 years while working at Amazon, I’ve witnessed firsthand the incredible growth of this vibrant, collaborative ecosystem. What’s even more exciting is the new chapter for OpenSearch: with its move under the Linux Foundation’s vendor-neutral umbrella, we are unlocking fresh opportunities for innovation and community-driven governance. As OpenSearch evolves, it continues to integrate with leading technologies like OpenTelemetry and Grafana, allowing businesses to leverage its capabilities to scale observability solutions across diverse, multi-cloud infrastructures. This makes OpenSearch not just a search engine, but a key player in next-gen observability and cloud-native applications. In my session at #KubeCon, we’ll explore: - The strategic roadmap for OpenSearch in 2024-2025, highlighting where the project is headed and what this means for your business. - The latest observability innovations, including how OpenSearch is evolving to meet the needs of modern, distributed applications. - Practical steps on how your business can engage with and contribute to the OpenSearch community, driving both industry impact and internal growth. Whether you’re a seasoned contributor or just beginning your journey into open-source, OpenSearch offers incredible opportunities to collaborate, innovate, and scale within a growing, supportive community. In my session, we’ll dive into how you can: - Engage with OpenSearch to make a real impact on the project’s future. - Use its powerful observability tools to streamline cloud operations and boost efficiency. - Discover new ways to innovate and grow your business through open-source contributions that provide tangible benefits. 📅 Join me at #KubeCon SLC 2024 to explore how your organization can be part of this exciting movement. Whether you’re looking to engage with the OpenSearch project or understand how it can help your business thrive, this session will provide the roadmap to success. 🚀 Link to my session is in the comments.   #OpenSearch #Observability #OpenSource #CloudNative #LinuxFoundation #Innovation #aws

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Google spent a ton of time and money trying to figure out how to build high performing teams. Here are the key takeaways: - Goals that set a clear direction - Reliable structures support efficient workflows - Psychological safety helps build trust - A shared sense of purpose What's your take on these essential elements for high-performing teams? #saas #productmanagement #prdmgmt #productivity

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📺Score deals on your favorite Roku devices before #BlackFriday arrives. The days leading up to the after-Thanksgiving Day sales can be prime chances to save on TVs, sound bars, smart home equipment, and more.  #Roku #WeAreRoku #Streaming #TV #Television #RokuTV #SmartTV #SmartHome

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𝐈’𝐦 𝐚 𝐛𝐢𝐠 𝐛𝐞𝐥𝐢𝐞𝐯𝐞𝐫 𝐢𝐧 𝐭𝐡𝐞 𝐡𝐲𝐛𝐫𝐢𝐝 𝐰𝐚𝐲 𝐨𝐟 𝐰𝐨𝐫𝐤𝐢𝐧𝐠. For me, a full 5 days in the office isn’t always the best path to being productive or finding balance. Hybrid work gives the flexibility to do both—focus on tasks at home and collaborate in person when needed. It’s not just about where we work, but how we work best! #HybridWork #WorkLifeBalance #Flexibility #Productivity

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