Over the years I had the opportunity to work with and interview a lot of product managers. Once you see enough people a few traits emerge. What follows is a humorous take on the various PM personas found in the wild via Dilbert cartoons.
Disclaimer: This is supposed to be funny and a caricature. If this offends you I’m sorry, but please no hate comments and/or twitter hate – it’s just not worth it.
I’ve been really fortunate over my career to be in companies that were experiencing tremendous growth. As companies grow, hiring and getting the right team in place is important, multiple interviews and mistakes later I’ve landed on one key insight, one thing that I look for
creating playbooks > following playbooks
What is a playbook?
I define playbooks broadly as a set of processes, principles, required behaviors, and measures that lead to a repeatable outcome. A playbook is structured and is the key enabler for scale in the problem area of your choice. Problem: Hiring, figure out your playbook. Problem: User acquisition: figure out your playbook. Problem: High-velocity product delivery: figure out your playbook.Continue reading “The one thing that demonstrates greatness”→
Global, distributed teams are everywhere. Companies expand beyond their home country to grow their business and/or find talent. Pretty soon you are managing a global team and your managers are all over the globe. How do you cope? How do you scale yourself and your team? How do you keep in touch?
Accountability is a fascinating topic. The textbook definition is “the quality or state of being accountable; especially: an obligation or willingness to accept responsibility or to account for one’s actions”. While a lot has been written about individuals, I’ve found in my experience, the actual mechanics of how to think about team accountability for product teams, pretty lacking. This post is an attempt to describe the framework that has been useful for me. A few of these tips are borrowed from the great executives I’ve had the pleasure to work with and a few are homegrown. Hopefully, this helps somebody who is just starting out or well into their manager/team leader journey.
I’ve been deeply interested in understanding what actually makes a platform business a platform¹ business ?— are there any patterns? How do platform businesses actually win? Is there something unique about them or is it all just branding? This is a particularly insightful question to ponder on as, if you talk to any company today , you are certain to hear “ we are a platform”:). Everybody wants to be a platform or at least positions themselves as one. How does one separate the wheat from the chaff?
You’re the first PM at a startup. You are a small company with one product, searching for product market fit. You grind and preserve and you achieve the holy grail of product market fit. CEO walks over and says “It’s time to start scaling, give me a plan, how are you going to scale the product management team? Let’s chat in a few days”. At this moment you are probably thinking “whoa what? team? There is going to be more of me (PMs)?”
How can I do it? So many questions. Where do I start? How do I hire? What do I do?
The Myers Briggs Type indicator (MBTI) is used to understand your personality type. The idea behind the indicator is that if you understand your personality and default preferences then you are able to play to your strengths. In addition, by knowing your team’s preferences, you can communicate better with your teammates and thus become a high performing team.