Peter doesn’t believe in beating the competition, he believes in escaping it altogether — either by entering an emerging field with no natural competitors or by moving so quickly and decisively that competitors have no hope of catching up.

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When you’re letting a fire burn, it’s important that your team realizes that, yes, you see the problem, and yes, your neglect is deliberate. If your team accepts this, it’s a good sign that you’ve hired the right people: people who can recognize and then calmly deal with problems as they arise — and who have a good sense of which fires are critical enough to require immediate attention, and which ones can be allowed to just burn for a while.

We tried a number of single-threaded efforts to meet the challenge. We rolled out features one after another, such as a recommendation engine for people that our users should meet and a professional Q&A service. None of them worked well enough to solve the problem. We concluded that the problem might require a Swiss Army knife approach with multiple use cases for multiple groups of users. After all, some people might want a news feed, some might want to track their career progress, and some might be keen on continuing education. Fortunately, LinkedIn had grown to the point where the organization could support multiple threads. We reorganized the product team so that each director of product could focus on a different approach to address engagement. Even though none of those efforts alone proved a silver bullet, the overall combination of them significantly improved user engagement.

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Making a decision reduces opportunities in the short run, but increases opportunities in the long run. To move forward in your career, you have to commit to specific opportunities as part of an iterative plan, despite doubt and despite inconvenience.