Insights and advice from the deeper layers of product leadership
As a product leader, you are responsible for so many things that need to happen. You can’t possibly keep track of everything without strict routines that will ensure things run smoothly. Here is how to make your management processes tick like a clock.
The old saying is that a product manager is like the CEO of the product. In recent years people started complaining that this isn’t true because CEOs have authority that product people don’t have. While true, that’s not what this saying is about. Here is what being the CEO of your product really means.
Reaching product-market fit, or any product success, requires a lot of trial and error, but that alone isn’t enough. Success requires that you navigate your journey smartly. So never stop trying, but make sure you do it right.
OKRs are an extremely powerful tool, but many companies fail to see the value they bring. This is often due to poor implementation. Among the many mistakes companies make, a flat list of OKRs is a very common one. Here is why you should avoid it and what you should do instead.
Saying ‘no’ to your manager is a must-have skill for a product leader. But leaving the ‘no’ just with that would often lead to counterproductive communication and lack of trust. Whether you avoid saying ‘no’ altogether because of that, or say too many ‘no’s, here is how to turn a disagreement into an opportunity for better solutions.
Agile is an awesome approach, but only if done right. Many teams implement what they believe is Agile, but they end up doing many things without enjoying the real benefits. Organizations then think Agile is a problem and sometimes ban it. Here is what you should keep your eyes on to do it right for everyone’s benefit.
We all have different identities that we use in different situations. As product leaders, using these identities smartly is a powerful tool to make an impact. Here is how to use it with the people you work with as well as your customers.
I’m a big believer in Agile. Aren’t we all? Apparently not. When I hear CEOs and senior managers complaining about Agile, they have legitimate concerns. But we don’t want to throw away the baby with the bathwater. So here is what you can do to remain agile when your organization sees things differently.
We all take many things as given. This perception defines how we think and operate. But many of the things that we see as objective constraints are actually choices we or someone else made along the way. Here is how to allow yourself to choose right.
Principles are a very powerful tool in product leadership. They can help you create clarity and alignment, and separate the wheat from the chaff. Here are a few ways to use them in your everyday tasks, and some cases where they are not the right tool.
CEOs have product ideas all the time. It’s a legitimate component of their ability to lead. But how can you lead the product if the CEO gives very specific guidance? The answer lies in making yourself their thinking buddy. Here is how to do it.
Everyone treats authority differently. Some of it is cultural, and some of it is personal, but how you treat authority impacts your ability to lead. Especially in product management, where authority is limited, you need to act beyond the limits of formality. Here is how.
