What Does Get Out of the Building Mean?
What Does Get Out of the Building Mean?
Get Out of the Building is about going beyond internal assumptions and interacting directly with customers, users, and stakeholders. The get out of the building concept stands for validating ideas through real-world conversations, observations, and customer feedback instead of relying solely on internal discussions or analytics.
Why the Get Out of the Building Approach Is Crucial in Product Management?
This approach is critical because it firmly roots product decisions in reality. Product managers who get out of the building gain an immediate understanding of user pain points, behaviour, and expectations, reducing guesswork and improving product-market alignment. It promotes empathy, clarity, and confidence in product direction.
Key Benefits of the Get Out of the Building Approach
User-Centered Insights
Understanding actual customer problems goes beyond assumptions
Reduced Product Risk
Avoid creating features nobody wants
Faster Validation
Confirm ideas quickly before committing significant resources
Better Alignment
Align team priorities with actual user requirements
Improved Innovation
Open conversations can help you discover missed opportunities
How to Implement the Get Out of the Building Principle?
Implementing the Get Out of the Building principle involves working directly with real users to validate assumptions. Here's how to use it effectively in product management:
Define Learning Goals
Find out what you need to validate: problem, solution, or market
Identify Target Users
Choose a diverse group representing your potential audience
Plan Interviews or Observations
Prepare unbiased questions centred on user behaviour and needs
Engage and Listen
Go beyond the office walls and speak with real customers, not just internal teams
Analyse and Synthesise
Keep track of your findings, patterns, and pain points
Apply Insights
Apply what you've learnt to further enhance the product strategy or roadmap
Common Pitfalls and How to Avoid Them?
When applying the Get Out of the Building principle, teams frequently make common mistakes that limit learning and accuracy. Here's how to successfully identify and avoid them:
Confirmation Bias
Don't look solely for confirmation of your ideas
Leading Questions
Avoid pushing users to provide expected answers
Insufficient Sample Size
Talk to a sufficient number of customers to obtain credible insights
Ignoring Negative Feedback
Consider all input as valuable learning
Poor Follow-Up
Results should be documented and assumptions revisited on a regular basis
Real-World Examples of Get Out of the Building in Action
Airbnb
The founders personally visited hosts to better understand listing challenges, which led to significant UX improvements
Dropbox
Before creating the full product, the company validated its idea with a simple explainer video and user feedback
Zappos
Demand was tested by photographing shoes in stores and listing them online – true validation before scaling.
Key Principles Behind Get Out of the Building
Empathy
Understanding genuine user experiences requires consistent observation and active listening efforts
Curiosity
To learn about the deeper motivations and needs of users, ask diverse and unbiased questions
Iteration
Consider each interaction an opportunity to strengthen assumptions and approaches
Transparency
Communicate findings openly with teams to ensure that decisions are made collaboratively and using data
Adaptability
Quickly apply insights to adjust strategies and improve overall product direction
Overcoming Challenges with the Get Out of the Building Principle
This strategy can be difficult to implement due to time constraints, limited user access, or a fear of criticism. To overcome these, schedule regular customer interactions, conduct remote interviews, and frame feedback as a growth opportunity. Regularly practicing get out of the building results in stronger customer relationships and more informed product teams.
Conclusion
The meaning of "get out of the building" extends beyond leaving your office; it also refers to leaving assumptions behind. Direct customer engagement leads to more informed product decisions, genuine empathy, and long-term success. Continuous learning from real users ensures that every product decision is based on facts, not theories.
FAQs
Before scaling up, start small by interviewing early adopters and validating assumptions through surveys or prototypes.
Related Glossary Terms
Growth Product Management
Experiments are used to improve user acquisition, engagement, and retention. They use data-driven insights, strategic thinking, and rapid iteration to enhance performance and drive business growth.
Product Discovery
Prior to developing a product, it is necessary to identify and validate customer needs. Through research and prototyping, it ensures market alignment, reduces risks, and increases the likelihood of success.
Sprint
A set timeframe to complete specific project tasks. It recommends continuous feedback, gradual progress, and agile product development.
