We may be over-investing in a few outlier prospects and neglecting our core customers. How do we frame this and get support to fire one or two?
It’s easy to believe that broadly available commercial products don’t give us exactly what we want, but that our internal team can quickly whip up precisely the right thing. This ignores some fundamental economics of software commercialization.
Recruiters and hiring managers wade through a tall stack of incoming resumes, most of which are not at all a fit, and often miss subtleties. Strong candidates may need to work around the process to make an impression and get hired.
New product managers have often studied the daily mechanics of the product development process, but tend to be light on soft skills, product strategy, organizational savvy, and market insight. Where do they get into trouble?
Many of the challenges that product leaders face are the same across companies. Getting together and talking with our peers lets us recognize the commonalities and avoid defining these as singularly personal failures.
Heads of product management teams worry about a different issues than their individual-contributor product managers. More organizationally focused, less product-focused. What’s at the top of their issues backlog?
My #1 hiring criterion for (senior) product management roles is previous product management experience. Responding to a Medium post by David Cancel, here’s some of my thinking.
Thanking people for their good work is one of the most powerful, least used tools we have at the office. Here’s one organizationally-minded way to share appreciation.
VPs of Product Management have to create the conditions for individual product managers to succeed. This includes organizational, process, hiring/mentoring and cross-functional leadership — plus buy-in at every level. What goes on a new VP’s checklist?
From Forbes’ Leadership blog: my comments about the impending Unicorn Apocalypse. What happens when a few highly visible startups stumble and funding slows down?