WHAT TO DO MORE (AND LESS) OF

Summary from the TLDR Founders newsletter

Most teams know what good product development looks like, but can't figure out why they're not doing it - the answer isn't what to add, it's what to stop. The author studied high-performing teams and found they create space for the right behaviors by killing the wrong ones. They weave context into every discussion instead of jumping straight to solutions and pretending they know everything. They ship meaningful progress weekly instead of getting stuck in analysis paralysis for months. They question year-old commitments instead of blindly executing plans made when everything was different. For your next product planning session, try asking, “What would we need to stop doing to make room for what matters?”