Meta’s head of product on working with Mark Zuckerberg, early growth tactics, and more | Naomi Gleit

Introduction to Naomi Gleit (0s)

• The importance of frameworks for driving extreme clarity is emphasized, as they help in understanding complex projects and provide a single source of truth for information (1s).
• Naomi Gleit is the head of product at Meta and the longest-serving executive after Mark Zuckerberg, having joined the company as employee number 29 when it was still called Facebook (42s).
• Naomi has been at Meta for almost 20 years, witnessing the company's growth from 30 employees to a $1.5 trillion business (44s).
• She is known for taking complex problems and projects, simplifying them, and delivering results, and has learned valuable lessons from Facebook's early and legendary growth team (1m7s).
• The conversation with Naomi covers leadership lessons she learned from Mark Zuckerberg, including his recent transformation, as well as tactical tips for running meetings, writing documents, working out, getting better sleep, and improving diet (1m14s).
• Naomi's conversation provides valuable insights and takeaways for professionals in product, growth, and other tech functions (1m37s).

Naomi’s journey at Meta (1m53s)

• Naomi Gleit is Meta's longest-serving executive apart from Mark Zuckerberg and was employee number 29 at Facebook. She has been with the company for over 19 years. (1m55s)
• Naomi has played a central role in developing foundational products at Meta, including working on the early growth team and strategies. (2m45s)
• Despite her long tenure, Naomi remains focused on her current work and often does not have time to reflect on her journey, although she acknowledges that approaching her 20-year milestone may provide an opportunity for reflection. (3m14s)

Landing a job at Facebook (6m18s)

• Naomi Gleit landed a job at Facebook (now Meta) as employee number 29, a life-changing decision that began with her writing her senior thesis at Stanford about why Facebook would win and beat its competitors (6m38s).
• As a Stanford student using Facebook, Gleit wanted to work at the company and would often visit the office in Palo Alto, essentially cold-calling to see if there were any available jobs, a process she repeated five to 10 times (7m16s).
• Gleit eventually interviewed for Sean Parker's personal assistant role but did not get the job; a few months later, she found out about a marketing role and was offered the position, choosing Facebook over a competing offer from LinkedIn (7m43s).
• Gleit's decision to join Facebook was based on her confidence in the company's product-market fit, as she saw students at Stanford and other colleges obsessed with the platform, and a long waiting list of other colleges and audiences wanting to join (8m10s).
• Gleit's story is an example of getting a seat on a "rocket ship" and not asking which seat, as she started in a marketing role and eventually moved into other positions over her 19-year career at the company (8m58s).
• Key takeaways from Gleit's story for people trying to pick where to work include having confidence in a business, seeing traction, and being willing to put in effort to land a job, even if it's not the ideal role initially (9m30s).
• Gleit's persistence in visiting the office and talking to the person at the front desk, despite not having a technical background, ultimately led to her being considered for non-technical roles like the marketing position (9m52s).
• The lesson from Gleit's experience is that success is not just about luck, but about knowing what you want and putting in the effort to make it happen, even if it takes time and perseverance (10m19s).

Becoming a product manager (10m40s)

• The individual aspired to build products and believed product management was the right role, despite not having a technical background. (10m41s)
• Initially working in marketing on the third floor, the individual frequently visited the second floor, where engineers and product managers worked, to seek out projects and offer help. (11m7s)
• By volunteering and providing product feedback, the individual informally performed product management tasks for several months before formally applying for the role. (11m45s)
• Upon officially becoming a product manager, the individual moved to the second floor, receiving a standing ovation from colleagues, including BOS, who was present. (12m9s)
• The story illustrates the importance of persistence and creating one's own opportunities rather than relying on luck. (12m32s)
• It is noted that having a clear goal of becoming a product manager early on is uncommon, as most people do not typically aspire to this role from the start. (12m57s)

Working as Head of Product at Meta (13m40s)

• The current role is Head of Product at Meta, overseeing a few hundred product managers directly, while feeling responsible for the entire product management community at the company. (13m41s)
• Responsibilities include central tasks such as product manager performance, culture, onboarding, and training. (14m5s)
• The position is described as a dream job, with a strong commitment to supporting the product management function, which is seen as a crucial leverage point for achieving company goals. (14m15s)

Insights on working with Mark Zuckerberg (14m55s)

• Mark Zuckerberg has undergone a significant transformation in the past few years, both in terms of his leadership style and his public persona, and this change has allowed the world to see the real Mark that those close to him have known for years (15m7s).
• Mark is a "learn-it-all" rather than a "know-it-all," and he is incredibly skilled at upskilling, as evidenced by his ability to learn Chinese and achieve eighth-grade fluency within a year (15m53s).
• Mark has also improved his professional skills, such as negotiation and public speaking, which has made him more comfortable and confident in his role as the CEO of Meta (16m20s).
• Mark's transformation can also be attributed to his growth as a person, having started Facebook at the age of 19 or 20 and now running an 80,000-person organization (16m50s).
• Despite his public persona, Mark is a great dad, husband, and friend, and is known for being thoughtful and considerate, as evidenced by his actions during a difficult time in the life of someone close to him (17m44s).
• Mark has a set of life lessons that he has shared with others, including "love yourself," "only then can you truly serve others," "focus on what you can control," and "for those things, never give up," which he taught to a class of middle school students (18m52s).
• Mark's life lessons have had a lasting impact on those who have heard them, and they reflect his own approach to life and his determination to succeed (19m35s).

Small Groups and “disagreeable givers” (20m4s)

• Meta has around 86,000 employees, and as the CEO, Mark Zuckerberg has to manage this massive organization, which he does through a group called the "small group" consisting of core executives that meet regularly (20m19s).
• The small group is essentially the leadership team, comprising leaders working on the most important projects at the company, independent of reporting structure, and they are represented in the small group (20m51s).
• What makes this group unique is that many of its members have been with the company for a very long time, and they are motivated by the mission rather than climbing the corporate ladder (21m14s).
• The group has a lot of "disagreeable givers," a term referring to people who are motivated to do what's best for the company but can be disagreeable in the sense that they may not say what you want to hear and may push back on things (21m30s).
• The concept of disagreeable givers comes from Adam Grant, who describes them as the most precious people in an organization, as they are motivated to do what's best for the company but can be a little disagreeable (21m36s).
• Mark Zuckerberg has done well in creating a culture, including on his leadership team, of people who give him feedback, and he has tried to ensure that he has an accurate feedback loop by surrounding himself with people who give direct and honest feedback (22m40s).
• The small group has two weekly meetings: a strategic meeting that is more open-ended and allows for discussion, and an operational meeting that is highly structured and focused on priority projects (23m27s).
• The operational meeting involves going through weekly updates on priority projects, with the person owning each project speaking to the updates, and it's very operational and tactical (23m40s).
• The framework of disagreeable givers is similar to the concept of "radical candor," which involves challenging directly but caring deeply, being disagreeable but being constructive and additive (24m10s).

The legendary growth team (24m28s)

• The early growth team at Meta, which included Naomi Gleit, Alex Schultz, and Javier Oliván, was not initially directed by Mark Zuckerberg but was later supported by him. The team emphasized a data-driven approach to growth. (24m41s)
• The Facebook growth team is considered one of the first real growth teams in the tech industry, developing core growth strategies that are widely used today. (26m1s)
• A key activation metric used by the growth team was getting users to connect with seven friends in 10 days or 10 friends in 14 days. These metrics were based on retention curves and were designed to increase user retention by demonstrating the value of Facebook. (26m17s)
• Initially, the growth team focused on user acquisition but shifted their focus to engagement and retention after realizing that churn and resurrection rates were more significant than new user registrations. This shift was driven by the understanding that retention was a major lever for net growth. (26m42s)
• The team discovered that friending was a critical factor in driving engagement and retention, as having a certain number of friends within a short period increased the likelihood of users becoming retained users. (27m30s)
• Early growth strategies focused on ensuring users experienced a "Magic Moment" soon after registration to prevent churn and improve retention, which was a key metric for understanding product longevity and growth. (28m5s)
• The growth team pioneered a data-driven and product-driven approach, shifting focus from traditional business functions like marketing to optimizing product features such as registration and onboarding flows. (29m11s)
• The growth accounting framework, developed by Danny Fante, included metrics like new, stale, and resurrected users, which helped track retention and user engagement over time. (28m48s)
• In 2009, the team prioritized data instrumentation to identify key opportunities for growth, such as improving the user onboarding experience and addressing drop-offs in the registration process. (30m10s)
• The data-driven approach initially used by the growth team was later extended to other areas, including social impact projects, where the focus was on building products to raise money from the community rather than traditional corporate social responsibility methods. (31m8s)
• The growth team at Meta shifted the focus from marketing-driven growth to a strategy centered around product, data, and experimentation, which has influenced how the company addresses various challenges. (31m44s)
• The social impact initiatives at Meta, which were once separate from product and engineering, have become integrated into the core functions of the company, reflecting a broader trend of incorporating social good into business operations. (32m31s)
• In the early days, instead of using professional translators to localize Facebook, the growth team developed a system that allowed users to contribute translations directly on the platform. This community-driven approach enabled the site to support over a hundred languages, using a system similar to Wikipedia for ranking translations. (32m51s)

Activation metrics and onboarding (33m45s)

• The discussion highlights the importance of having a clear activation metric to improve user retention, emphasizing that the specific metric chosen is less important than having a unified goal for the team to focus on. (33m47s)
• Initially, Facebook did not require a new user onboarding process because it was intuitive for college students who were the primary users. However, as the platform expanded to include teens and then open registration in 2006, a structured onboarding process became necessary. (35m5s)
• The expansion allowed anyone with an email address to register, which included a more diverse user base such as older adults, necessitating a new user experience to guide them effectively. (35m57s)
• The new user experience included steps like uploading a profile picture and finding friends, which were crucial for achieving the activation metric and enhancing user engagement. (36m14s)
• The development of an onboarding process became a significant driver for achieving the activation metric, illustrating the power and value of investing in onboarding to create opportunities and improve user retention. (36m34s)
• In 2006, it was not immediately clear that Facebook needed to educate users on how to use the platform, but over time, the core principle has remained to help users connect with friends, regardless of the product's evolution from a website to a mobile-first platform focusing on photos and videos. (37m8s)
• The onboarding process for Facebook has maintained consistent principles, such as setting up a profile picture and finding friends, which are still relevant today. (38m3s)
• A key lesson for driving growth is to ensure that the necessary data is available to understand and execute growth strategies effectively. (38m35s)
• Facebook's early growth benefited significantly from having a strong product-market fit, which created high demand for the product. The growth team focused on removing barriers to access, such as initially requiring users to be college or high school students, and later expanding to anyone with an email address. (39m16s)
• The growth team worked on projects to remove macro barriers, such as providing access to Facebook for users without smartphones or internet access, and addressing affordability issues through initiatives like internet.org. (40m11s)
• Addressing micro barriers was also crucial, with efforts focused on optimizing the user experience to facilitate growth. (40m40s)
• In 2009, Meta focused on removing micro barriers in product flows to enhance user growth. One significant finding was that 20% of users were not confirming their email addresses. To address this, Meta allowed users to receive notifications even with unconfirmed accounts, and clicking on these notifications counted as email confirmation, thus proving email ownership and removing the need to find and click a confirmation email. (40m46s)
• The growth team at Meta concentrated on eliminating both micro and macro barriers to make the platform more accessible and improve user flow efficiency. This approach was seen as a way to capitalize on the high demand and strong product-market fit that Meta already had. (41m48s)
• The discussion highlighted that growth teams often receive credit for business growth, but in many cases, the product-market fit is so strong that the business might have succeeded without extensive growth efforts. An example given was Airbnb, which had such a strong product-market fit that it might have thrived even without a dedicated growth team. (42m4s)
• Meta's approach to removing macro barriers included supporting over 100 languages, which allowed users speaking less common languages to use the platform. This was seen as a significant impact of the growth team's efforts. (42m30s)
• The activation metric used by Meta was not necessarily the perfect predictor of retention, but it served as a focal point for the team to rally around. The main value was in having a common goal to drive growth, even if the metric wasn't perfectly accurate. This approach was considered freeing and effective for driving user engagement. (43m6s)

Naomi’s leadership and PM philosophy (43m44s)

• Naomi Gleit is described as a "conductor" at Meta, known for her ability to handle complex projects and problems by bringing the right people together to simplify and solve them. She is recognized for being firm yet kind, with high standards. (43m45s)
• Naomi has developed a set of principles known as "Naomi isms," which she uses to guide her work and share with others. These principles were developed from her experiences and interactions with colleagues, including Adam Mosseri, head of Instagram. (45m11s)
• Naomi emphasizes the role of a product manager (PM) as similar to a conductor of an orchestra, where the PM ensures that all team members, like different instruments, play their parts correctly and in harmony. This analogy highlights the importance of coordination and unity within a team. (46m9s)
• She believes that a PM is not the star of the show but rather facilitates the team's success, much like a conductor who does not speak during a performance but guides the orchestra. (47m8s)
• Naomi has shared her "Naomi isms" both internally and externally to educate the PM community about the role and responsibilities of a product manager. (45m48s)
• EPO is a next-generation A/B testing and feature management platform used by companies like Twitch, Miro, ClickUp, and DraftKings to enhance experimentation and growth. It offers advanced statistical methods, an accessible user interface, and out-of-the-box reporting to improve experiment velocity and analysis. (47m37s)
• The concept of "Extreme Clarity" in product management emphasizes ensuring everyone has the same understanding of facts, even if they disagree on opinions. This approach aims to reduce misunderstandings and focus discussions on actual agreements. (49m7s)
• Achieving "Extreme Clarity" involves using "canonical nomenclature," which means having a shared vocabulary to prevent miscommunication. An example given is the distinction between "consistency" and "accuracy" in decision-making processes, highlighting the importance of precise language. (50m6s)
• Visual aids are considered important in meetings to enhance understanding and communication, as they can help clarify complex discussions. (51m5s)
• Naomi Gleit is a visual person who finds it hard to follow along just by listening, so she often uses visuals in meetings to help her understand and contribute to discussions (51m14s).
• She uses real-time editing of visuals to clarify decisions and next steps, avoiding confusion and miscommunication among team members (51m20s).
• This approach involves editing slides in real-time to reflect the agreed-upon decisions and next steps, ensuring everyone is on the same page (51m30s).
• Naomi Gleit emphasizes the importance of extreme Clarity in communication, using visuals to clearly convey information and avoid misunderstandings (52m8s).
• She prefers using numbered lists over bullet-point lists because numbered lists allow for clear referencing and feedback (52m25s).
• Naomi Gleit also emphasizes the importance of canonical documentation, suggesting that it is a key aspect of achieving extreme Clarity in communication (52m51s).

Canonical documents (53m0s)

• The concept of "canonical documents" is emphasized as a means to achieve extreme clarity in projects. These documents serve as the single source of truth, containing all necessary information about a project and linking to other related documents. (53m7s)
• Canonical documents should include basic information such as discrete areas of work, known as workstreams, and the owners of these workstreams. Each workstream should have a single-threaded owner, previously referred to as a directly responsible individual. (54m0s)
• The process by which team members collaborate should be outlined in the canonical document, avoiding multiple separate conversations and ensuring everyone has the same context. This includes having canonical meetings, email lists, and workplace chats. (54m46s)
• Frameworks and visual representations are important for driving extreme clarity, and canonical documents should include these elements to help team members understand the project structure and terminology. (55m33s)

Simplifying complex projects (55m55s)

• Simplifying complex projects involves creating a canonical document that outlines the basic building blocks of the project, allowing for a clearer understanding and alignment among team members. This process helps identify the most important aspects of the project and addresses any confusion. (55m57s)
• The approach to simplification is likened to creating a curriculum that progresses from a kindergarten level to a PhD level, ensuring that everyone involved in the project is on the same page and can build upon the foundational knowledge. (56m20s)
• Often, the challenges in a project are related to people or process issues rather than strategy or execution. Addressing these issues is crucial for perfect execution, which in turn allows for an accurate evaluation of the project's strategy. (58m11s)
• The goal of implementing processes is not to create unnecessary complexity but to facilitate faster and more efficient work. This involves reducing the number of meetings and making processes clearer, ultimately leading to quicker progress. (59m35s)
• Naomi Gleit is recognized within Meta for her ability to drive clarity and achieve outcomes through her legendary canonical documents, which have been instrumental in some of Meta's biggest strategic initiatives. (1h0m14s)

Teen accounts: a case study (1h0m33s)

• A recent project involved launching teen accounts on Instagram, which was a complex, cross-functional effort involving various teams such as Instagram, the central youth team, legal, policy, marketing, and product teams. (1h0m35s)
• The teen accounts initiative aims to automatically place teens in the safest settings by default on Instagram, addressing parental concerns about their children's social media use. (1h1m35s)
• The project is part of a broader strategy to expand these safety features to other Meta platforms, including Facebook, WhatsApp, and Threads. (1h2m4s)
• For users under 16, any changes to default settings require parental permission, incentivizing parental involvement and supervision. (1h2m43s)
• A significant change is the automatic transition of tens of millions of teens from public to private accounts unless parental permission is obtained to remain public. (1h3m1s)
• The initiative reflects Meta's focus on prioritizing parents' perspectives, as they are considered to know their children best, despite ongoing public criticism of teens' social media use. (1h4m2s)
• Understanding the age of users is crucial for providing age-appropriate experiences on apps, especially for teens. (1h4m24s)
• Teens often lie about their age, which presents a challenge for ensuring they are placed in the correct account type. (1h4m47s)
• Instead of each app verifying user age independently, it is suggested that Apple and Google, who already collect age data, should make this information available to developers. (1h5m12s)
• Apps frequently request access to device information, and it is proposed that they should also be able to request access to a user's birthday to simplify age verification. (1h5m29s)
• This approach would simplify the process, preserve privacy, and be easier for parents, providing an effective solution to the age verification problem. (1h5m43s)
• Efforts are being made to build classifiers that predict user age based on various factors, such as interactions and content viewed, to prevent age misrepresentation. (1h6m0s)

Running effective meetings (1h6m37s)

• Running effective meetings involves sending an agenda 24 hours prior to the meeting, which includes a pre-read to ensure everyone has full context and has read the necessary information before the meeting (1h7m3s).
• A meeting should ideally be a decision meeting, and to facilitate this, three options and a recommendation should be provided to help focus the meeting (1h8m6s).
• Real-time editing of the visual aids during the meeting helps document and clarify the agreed-upon option and next steps (1h8m15s).
• Meeting notes are sent to all attendees and non-attendees within 24 hours after the meeting, using the calendar invite as the central unit for communication (1h8m30s).
• Using a traffic light system to evaluate options, with criteria laid out in columns and color-coded based on how each option stacks up, can help quickly identify the most suitable option (1h9m50s).
• The traffic light system allows for a clear framework for evaluating options and enables people to plug in and clearly represent their point of view (1h11m42s).
• This approach is more effective than a flat list of pros and cons, as it provides a clear rationale for the evaluation and allows for a more detailed discussion (1h11m7s).
• Guy Rosen, the chief security officer, is credited with teaching the importance of using a traffic light system to evaluate options (1h9m31s).

The importance of exercise (1h12m10s)

• Exercise is considered a crucial component of life and career, with a focus on its benefits for work performance and overall well-being. (1h12m10s)
• Key personal priorities include eating, sleeping, alone time, and exercise, which are essential for optimal performance in other life areas. (1h12m46s)
• Sleep has recently become a higher priority, with improvements in sleep hygiene through tools like the Eight Sleep system, eye masks, and blackout shades. (1h13m1s)
• Exercise is a non-negotiable daily activity, often integrated into the work environment by wearing workout clothes to work. (1h13m32s)
• Setting specific fitness goals, such as achieving five pull-ups, is seen as beneficial for motivation and confidence, demonstrating the ability to accomplish challenging tasks. (1h14m10s)
• Exercise is valued not only for physical benefits but also for its significant mental health advantages and life lessons. (1h14m34s)
• The importance of sleep quality is emphasized, with recommendations for using eye masks and blackout shades to ensure a dark sleeping environment, which can improve sleep quality. (1h16m11s)

The role of a product manager (1h16m36s)

• The role of a product manager (PM) is likened to that of a conductor in a symphony, where the PM facilitates the work of talented individuals without directly creating the product themselves. This metaphor emphasizes the PM's role in coordinating and elevating the team to perform at their best. (1h16m38s)
• A key aspect of being a PM involves knowing when to lead from the front and when to support the team from behind. This balance is crucial for effective leadership and involves recognizing when to take a more vocal and directive role. (1h18m24s)
• The leadership style of a PM often involves empowering team members and helping them grow, while also managing a portfolio of projects with strong leaders in each area. The PM's role is to ensure the success of these leaders and their projects. (1h18m40s)
• There is a common misconception that PMs are in charge and dictate tasks, but effective PMs focus on surfacing the best ideas and making informed decisions. They possess strong intuition about user needs and product sense. (1h19m19s)
• The idea that PMs should not consider themselves as the CEO of the product is challenged, suggesting that PMs should indeed adopt a CEO-like mindset to effectively guide the product's development and success. (1h19m51s)
• Product managers are not technically in charge but are closest to channeling what the CEO or founder wants, thinking about what the business needs, what will help users and customers, and what will drive growth (1h20m2s).
• There was a period at Facebook where product managers had to prove their value to engineers and show that they were not slowing things down with extra process (1h20m45s).
• Product managers need to develop a stronger first-party perspective, which means they cannot outsource their perspective or delegate their thinking through people and process (1h21m24s).
• To develop a first-party perspective, product managers should synthesize their own opinions by hearing different perspectives from team members and then using that information to form their own unique opinion (1h22m8s).
• Building the skill of developing a first-party perspective can be achieved by having dedicated time to think and reflect, such as two to three hour blocks of time, and discussing ideas with trusted individuals (1h22m56s).
• Having a team to help manage time and prioritize tasks can also be helpful in allowing product managers to focus on developing their first-party perspective (1h22m41s).
• Effective product managers can balance people and process skills with developing their own first-party perspective and communicating it clearly (1h22m24s).
• Naomi Gleit emphasizes the importance of scheduling dedicated time blocks for thinking and strategizing, which can include collaborative sessions with her chief of staff and head of data to develop a first-party perspective. (1h23m39s)
• She suggests that spending too much time in meetings and coordination can hinder the ability to think about the right solutions, strategies, and product decisions, and recommends blocking time specifically for deep work. (1h24m1s)
• Naomi shares her practice of having three-hour deep work slots in her calendar, which she uses to focus on strategic thinking, sometimes with the help of others as sparring partners to explore ideas. (1h24m25s)
• She finds that discussing ideas with one or two people can be more beneficial than working alone, as it helps in thinking strategically without a strict agenda. (1h24m51s)
• The conversation concludes with Naomi expressing satisfaction with the discussion, noting that it covered important insights she hadn't initially planned to share. (1h25m39s)

Lightning round (1h25m49s)

• Naomi Gleit recommends narrative non-fiction books, particularly those by Eric Larson, such as "Devil in the White City" and a book about Churchill's first year. She also frequently recommends "Sapiens" by Yuval Noah Harari, highlighting its ability to simplify complex subjects like human history. (1h25m55s)
• "Sapiens" is praised for its exploration of what differentiates humans from other life forms, such as the ability to tell and believe in myths, with examples like money and religion. The book is available in various formats, including a graphic novel and a children's version called "Unstoppable Us." (1h26m20s)
• Yuval Noah Harari is noted for his practice of going on a one-month silent meditation retreat annually, which he credits for his ability to synthesize complex historical narratives. (1h27m31s)
• Naomi Gleit shares a personal anecdote about being inspired to visit Chicago after reading "Devil in the White City," which is about the World's Fair. (1h28m10s)
• Recently, Naomi Gleit enjoyed watching the TV show "Shogun," describing it as gruesome but amazing. She also watched "Dune 2," which was recommended by Chris Cox, Meta's Chief Product Officer, and found it impressive after catching up with the first "Dune" movie. (1h28m47s)
• A product called Eight Sleep is discussed, which features a vibrating alarm that can wake a person without disturbing others. This alarm works by making the bed warmer on one side and slightly vibrating under the ear. (1h30m11s)
• There is a mention of a protein powder company called Promix, which offers a Rice Krispie Treat product that provides 15 grams of protein. This product is favored by the speaker and is part of a health stack recommended by Kevin Rose. (1h31m15s)
• Canned seafood, particularly a brand called Fishwife, is highlighted as a protein-rich food option. (1h32m14s)
• Maui Nui venison beef sticks are recommended as a tasty protein source, providing 10 grams of protein per stick. (1h32m28s)
• Naomi Gleit reflects on a sign at the Billy Jean King tennis court that reads "pressure is privilege," which reminds her to be grateful for the opportunities she has, even when feeling nervous or under pressure (1h33m10s).
• Mark Zuckerberg wore a shirt with the phrase "learning through suffering," which resonates with Naomi as she believes being an entrepreneur can be incredibly hard and stressful (1h33m56s).
• Jensen, the founder of Nvidia, once said that if he knew how hard and stressful starting the company would be, he might not have done it, highlighting the challenges of entrepreneurship (1h34m21s).
• Naomi Gleit is an avid surfer and designs her life around surfing, finding parallels between the sport and life, particularly in terms of building confidence and overcoming fear (1h34m40s).
• Surfing has taught Naomi the importance of committing to her actions and "standing up into her fear," rather than hesitating or pulling back, which can be counterproductive and even unsafe (1h35m0s).
• Naomi's personal website is naomibos.com, which she purchased from a farmer 15-20 years ago, and she also shares her thoughts and ideas on Instagram @naomilicht (1h36m21s).
• Naomi is open to connecting with listeners and values their support, having mentioned this before the conversation (1h37m2s).
• Naomi Gleit expresses interest in engaging more with public speaking and discussions, particularly about her experiences and insights, following her participation in a podcast. (1h37m7s)
• She invites feedback and questions from listeners to guide future content she might share, suggesting that comments on YouTube are a convenient way for people to provide input. (1h37m21s)
• The podcast episode concludes with a thank you to Naomi Gleit for her participation and encourages listeners to subscribe, rate, or review the show on various platforms to help others discover it. (1h37m42s)