Insights and advice from the deeper layers of product leadership
Product people at all levels need to be great storytellers. Since communication is our primary tool, we need to use it smartly to achieve the desired results and impact. However, our world is typically not so easy to explain, so great storytelling starts with knowing what you want to say. Here is a method that will help you get there.
Many companies find the promise of empowered product teams compelling. They see the problems in their existing structure and strive to adopt modern best practices. But changing structure alone won’t help; if done too bluntly, it can do more harm than good. Here is how to balance autonomy and flexibility with stability and structure.
As product managers, you often need to deal with stakeholders who are a few levels above you. At that seniority level, they don’t always see things through but still have a lot of impact on your ability to proceed in your own direction. Here are a few tips to help you maintain your leadership even in these challenging relationships.
The role of the product leader goes far beyond managing the product department. Unfortunately, in most companies, there is no one who can tell you that, simply because they haven’t seen it before. Here is your true responsibility as a product leader so that it’s no longer a secret.
Managing product managers is a complex task that goes beyond traditional leadership skills. While you probably have what it takes since you already got the job, there are common pitfalls that can significantly impact your team’s effectiveness and success. Let’s explore these pitfalls and how to steer clear of them.
Dealing with customer requests is not always easy. Who owns these requests? Who gets to decide? And how do you say no when it has implications? It all starts with the right mindset and thinking framework. Here is a good way to approach it.
Having a great product – one that customers really love, is important, but it is not enough to ensure the product’s success. There are other things that need to happen, and not all of them are in your hands or even in the company’s hands. Here are a few pitfalls to avoid.
As product leaders, saying no should be one of our core skills. But it’s not always easy, especially when we need to say no to our boss. There is a better way to do it, and it starts with trying really hard to say yes.
Everyone knows you can’t build a startup without proper validation. But validation is not the best word to describe what you really need to do and which results you can expect from it. Here is why, and what you need to do instead.
Are roadmaps still a thing? Given that it is going to change, is it worth putting all the time and effort it takes into building a solid roadmap? My answer is yes, and here’s why.
OKRs are often the connecting tissue between strategy and execution. But many times execution takes precedence over strategy already in the plan. To keep your OKRs strategic you must rise above the temptation to stick to execution. Here are 5 points that will help you do so.
Product leadership is a challenging role because you are expected to lead but don’t have the authority to decide on your own. It’s not trivial, but the right mindset can do wonders. Here are a few tricks to get you there.
