The Customer Experience That Matters Most

Customer experience isn’t just for products. As an employee, you provide customer experience to your manager, your colleagues, and your own employees. Is it a great one? Here are a few points to consider.

Can You Handle the Truth?

The reality we act in isn’t always nice. In many cases, we allow ourselves to see it in brighter colors than it actually is. As product leaders, this can be the beginning of a slippery slope. What can you do to make sure you are well-rooted in reality, even if it isn’t pretty?

How Paying More Taxes Made Me a Better Decision-Maker

We all want to be data-driven, but both data and our ability to work with it has its limitations. Being aware of them and managing yourself accordingly are both key to your ability to make smart decisions.

How to Remove Hidden Barriers From the Customer Journey

In product-led growth, the customer journey is everything, and optimizing it is the only way to grow. Even without product-led growth, it has a significant impact on your ability to meet your goals. But are you aware of all the ways in which the customer journey for your product isn’t optimal? Here are a few methods to find these hidden barriers and remove them.

How to Give Your Product Managers Negative Feedback (Part 3)

Letting people go is never easy. As their managers, we always need to coach our product managers toward their next level. We usually try to help them succeed and both us and them give it our best. But how do you know if it’s time to give up? Here are a few ways to know the answer.

How to Give Your Product Managers Negative Feedback (Part 2)

Some managers expect that once they give negative feedback, their people would fully embrace it and the problem would be solved. This couldn’t be farther from the truth. The initial negative feedback is just the beginning, and it is your job as a manager to help your people grow and succeed. Here is what it takes.

How to Give Your Product Managers Negative Feedback (Part 1)

Product management requires you to master so many different skills, that there always seems to be a gap between what you do well and what you need to do well to succeed. As a manager of product people, it is your job to help them with this continuous growth, but it’s not always easy. Here is the complete guide on how to do it effectively.

Is Your Job to Keep Your Boss Happy?

As product leaders, our job is often the opposite: to highlight to everyone what we are doing wrong and what we are missing. But on the other hand, you still have a manager who wants things from you. How to keep them happy while staying true to your real mission? All the answers below.

4 Reasons to Disconnect Squads From the Formal R&D Org Structure

Most people think that squads are a formal org structure. They can be, although that requires a very specific setting and a number of supporting systems to work well. But they don’t have to be, and there are major benefits to leaving the formal R&D structure as is, and adding squads on top of it. Here are 4 reasons why you should work this way.

Post-Launch Guide for Product-Led Growth

Your journey to product-led growth starts way before you actually launch the product, but it definitely doesn’t end there. Realistically, this is just the beginning. Here are the things to keep in mind when your product meets the road.

How to Keep Your Team Excited on Long Projects

Getting everyone excited about the next project is always a challenge. But when projects last too long, let alone when they weren’t that exciting to begin with, it’s hard to keep the team motivated, which, in turn, leads to the project dragging even longer. Here are a few things you can do to end this vicious cycle.

How to Make Time for Real Product Work

Product management is such a busy job. The hectic day-to-day in itself contains more work than one can do, but we all know that real product work requires much more than that. How can you make time to get to the important things? Here is a quick guide.