Talent acquisition remains stuck in the past while organizations have drastically evolved. "We still hire like it's 1999," explains Leandro Cartelli, CEO of Lana Talent, highlighting a critical disconnect between modern business needs and outdated hiring practices.

In this episode, Dave and Peter explore with Leandro how successful teams are built through strategic cultural assessment rather than simple skill matching. The conversation reveals the difference between "cultural fit" and "cultural add," and how one retail company reduced their 80% turnover rate by half, saving millions through targeted assessment questions.

Leandro breaks down why remote team success hinges on comprehensive onboarding (which drives 80% better retention) and intentional connection building beyond work tasks. Without deliberate efforts like virtual team activities and structured check-ins, remote work becomes "just a slogan" rather than a successful strategy.

Key Takeaways:

• Culture encompasses both fit and add - assess how candidates navigate existing dynamics while bringing fresh perspectives
• Remote work requires intentional investment - comprehensive onboarding and dedicated connection-building are non-negotiable
• Treat talent acquisition strategically - connect hiring with development plans and performance expectations for real business impact

Getting executive buy-in for transformation requires more than vision – it demands clarity about what will actually change and how success will be measured. Leaders need concrete details about what will look different in their organization, not just high-level strategy.

This episode explores balancing directive consulting with coaching. Modern transformations benefit from proven frameworks combined with coaching conversations that help leaders navigate challenges personally. We also examine measuring system change rather than just activity, understanding that progress is non-linear and involves experimentation cycles.

Key Takeaways

• Close the Vision-Reality Gap - Executives need concrete details about organizational changes, not just strategic concepts
• Blend Consulting with Coaching - Combine proven frameworks with personal coaching conversations
• Measure System Change - Focus on meaningful indicators rather than activity metrics

In this insightful episode of Definitely Maybe Agile, Shobhit, CEO and founder of Intentional Product Manager, shares his journey from engineer to McKinsey consultant to Google product manager, and now to coaching others in building fulfilling product careers. The conversation explores the challenges of breaking into product management, the critical differences between product managers and product owners, and how to demonstrate true value in an increasingly competitive field.

This week´s takeaways:

• Master the "What if I wasn't here?" question - The most powerful way for product managers to stand out is by clearly articulating what wouldn't have happened without their involvement, moving beyond just keeping engineers busy
• Prioritize product-market fit above all else - If you don't have at least 40% of customers who would "crawl to you" if you took the product away, that should be your only focus until achieved
• Balance execution with strategic thinking - Use the three horizons framework and deliberately make important long-term work urgent by creating commitments and deadlines, while leveraging AI to handle routine tasks faster