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My favorite weekly finds

🛠️ Tools

• TwoMind acts as your browser sidebar assistant that understands everything you see and hear across your tabs.

• Use Brainnote as an AI thought organizer to summarize your ideas in seconds

• Spiral automates repetitive writing tasks by learning your voice (like Claude styles

• Faang lets you practice interviews with a custom, adaptive interviewer that provides detailed performance feedback.

• Work in B2B sales? Muraena is an AI-powered B2B leadgen platform that makes finding targeted leads 10x faster.

📰 AI Insights

• LinkedIn found over 50% of long English posts on the platform are AI-generated..

• Uber has expanded its gig workforce to include AI data labeling, hiring contractors in the U.S., Canada, and India for projects with Aurora and Niantic.

• OpenAI released a “Student’s Guide” to writing with ChatGPT without having GPT write the whole thing for them. Good luck with that!

• Mistral plans to open an office in Silicon Valley to grow its presence in the U.S.

👀 ICYMI

• How to Build Emotional Resilience (Listen or read Link)

• The 5 Levels of AI Agent for Autonomy (Listen or read Link)

• The Future of Teamwork: Squad Dynamics (Listen or read Link)

How to Create a Team That Owns Every Outcome

Why should I care?

In a recent chat with a VP of Product at a fast-growing tech company, we tackled a common challenge: getting teams to take real ownership.

Her company wanted the product team to step up, but it wasn’t happening.

I explained that leadership isn’t about micromanaging or giving orders—you can’t oversee every decision.

The key is changing how the team thinks. With the right mindset, their actions will naturally follow. Without it, lasting change is unlikely.

But how do you change a team’s mindset?

I used an analogy everyone could relate to: Newton’s first law of motion.

People, like objects, keep doing what they’re used to unless acted on by an external force.

As a product leader, you must create that force—not by being pushy, but by taking deliberate action. If you don’t, nothing will change.

So, how do you spark this shift?

Don’t worry—here are four steps you can use right away.

1- Set clear expectations

To change your team’s behavior, you need to be clear about what you expect—especially when it comes to ownership.

Product managers often already see themselves as owners. They care deeply and work hard, but they tend to stay within the boundaries of their formal authority.

True ownership, however, goes beyond that.

This can be hard to explain. How can someone own something without full control?

It’s natural for people to focus on what they directly manage and avoid areas outside their comfort zone.

To shift this mindset, be specific. Tell them ownership extends beyond engineering. If they push back or seem unsure, that’s a sign they’re starting to understand—it should feel a little challenging.

Use examples to make it real. For instance, instead of waiting for customer success to ask about a feature, they could check in proactively. Or they could challenge your guidance or join marketing discussions without being asked.

Don’t assume they’ll get it from theory.

Use relatable, recent scenarios to show exactly what ownership looks like.

2- Stay committed to your expectations

If you want your team to stick to your expectations, you must lead by example.

It’s tempting to step in and do the work for them, but holding them accountable is essential for their growth.

Remember Newton’s first law? It applies to you, too.

You’ll need to resist the urge to fall back into old habits. If you want your team to own outcomes, focus your conversations on outcomes.

If you want them to solve problems, don’t solve them for them.

This is especially true for management.

Keep reminding your team they are the owners. But don’t stop at words—back it up with actions.

When they come to you with questions, guide them on how to find answers instead of providing them.

If they raise problems, ask how they plan to solve them rather than taking over. They’ll likely try to shift responsibility back to you, but you must resist.

This shift will be challenging for both you and your team, but staying consistent is what makes the change stick.

3- Make them own their success metrics