A Conversation With Shreyas Doshi & John Cutler
tl;dr: "We cover topics like leadership, becoming a better listener, the role of middle management, career and self identity, stubbornness, calendar theater, and treating your dashboards as products."
featured in #240
How to Build a Rockstar Product Management Team
tl;dr: Olivia Ryan, PM at Slingshot, runs through three hiring tips, and ways she keeps her team engaged, connected, and on task in an increasingly remote work environment. Promoted by Stream
featured in #239
Product Management In Infrastructure Eng
tl;dr: Infrastructure teams have 2 modes of operation: (1) A foundation mode where tasks are mandatory e.g. compliance, security, scaling a popular product. (2) Innovation mode where teams have the flexibility in prioritizing and solving problems - teams have less experience here so Will guides us through the process of problem discovery, prioritization and validation.
featured in #237
The Siren Song Of the ‘User’ Model
tl;dr: The concept of a user "pigeonholes us into ideas that mislead our product direction and corrupt our technical choices." Chelsea notes three fundamental issues with the term "user:" (1) It doesn't describe how someone uses the product - reading, listening, playing, etc... (2) It implies addiction or manipulation (3) Inevitably screws the data model. Chelsea highlight this with examples.
featured in #235
Product Management in the Age of Hybrid Teams
tl;dr: "Working on a fully distributed team isn’t the asynchronous collab disaster I once thought it might be... It's actually a blessing in disguise." New to managing a distributed team? We have a new way of thinking for you.
featured in #234
Choosing Your North Star Metric
tl;dr: Lenny surveyed current and past employees at over 40 of today’s most successful growth-stage companies to compile a table of the metrics commonly used. He also has a a framework for choosing a north star metric based on company type.
featured in #234
An Inside Look At How Figma Ships Product
tl;dr: Yuhki guides us through a new product roadmap doc and process. Meetings start with a silent review of the doc. Then the team (1) vote for certain topics to be discussed, (2) reflect on recent launches, (3) team leads complete weekly updates, (4) wins are celebrated.
featured in #221
Assign Problems (Not Work) To Your Teams To Build Extraordinary Products
tl;dr: A top down approach when a product manager mandates, with little buy in from the team, yields low engagement. A collaborative sprint with members of product, design, engineering, research, support, and analytics creates much higher engagement.
featured in #216