Recognizing Longevity

Companies often celebrate hierarchy but rarely longevity – the willingness and commitment to stay with a company long enough to have an impact. I recently uncovered some artifacts that reinforced an important cultural emphasis on company-wide success…

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Lying To Customers

I don’t think that product managers should lie to customers or prospects. In enterprise selling cycles, though, there is a lot of gray space around what’s true enough. Can we draw some hazy lines?

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Delegation for Product Leaders

Leading a product management team includes delegating most product-level decision-making. How do we match that to team maturity and differing difficulties of various product work?

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Podcast: Product Leadership, Career Planning, and Getting Fired/Hired

Product404

What: Product404’s podcast, hosted by Kent Keirsey Recorded: 14 April 2020 Length: 46 minutes _______________ Product404 is an Atlanta-based product community, normally hosting in-person events.  Kent Keirsey is turning this into a podcast series (for now). Kent and I talked at length about product leadership; smokejumping into companies; moving up the career ladder; helping those who need it (in the current COVID-19 crisis and more generally); paying it forward; and what product management interviewing feels like on the other side of the desk. Give a listen.

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Product In the Time of Cholera

As product leaders, most of us have spent the first few weeks of the COVID-19 crisis focused on (worried about) our people and teams. But we’re now shifting attention to how this changes priorities and product plans…

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Hiring Enterprise Sales Teams Ahead of Product/Market Fit

Sending an expensive B2B sales team out to discover what we should build isn’t a great strategy. We should do less expensive, unemotional, non-commissioned validation and learning before scaling up our selling effort.

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Starter KPIs for B2B/Enterprise

There are no generic or universal KPIs, since every business has unique aspects. So if we want KPIs for a B2B/enterprise company, where would we start? And how do we avoid committing to improvements in metrics/KPIs before understanding our current scores (or situation)?

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Product Consequences and a Product Code of Ethics?

As product folks, we should be responsible for reasonably anticipating misuses of our products, as well as harm that flows from fundamental product/economic goals. It’s not clear how we step up to this, though.

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Podcast: Creating a Thriving Product Organization

This podcast on Creating a Thriving Product Organization covered a lot of ground: becoming a product leader; what to do in your first month on the job; conditions that enable product teams to be their best; and Impostor syndrome.

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Reorganizing Product Teams

Restructuring product management teams is challenging: there’s no universal “best practice” or generic org chart, and people issues are the tough ones. We step through two examples of redefining what product folks do…

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