Happy Friday! Welcome to another installment of #5Things.
Ellen Chisa, VP Product at Lola shares her thoughts on the PM interview…
I’ve started thinking about it more again as we consider how we’ll grow our product team at Lola in the future. I hope sharing this framework is helpful from both sides of the table: 1. If you don’t have a framework for PM interviews yet, this hopefully will give you one to build on.
Marty Cagan revisits what it means to be a great product manager…
When I first decided to start The Silicon Valley Product Group, I had just left eBay and had some very strong opinions about what makes great product teams, and great product cultures, and while there were more than a few important thinkers and leaders on these topics, one area that I felt was under-represented was the role of product management. So one of the very first things I did was to sit down and write an essay about what I believed about this role. I titled the paper, “Behind Every Great Product” and it was inspired by the classic Good Product Manager / Bad Product Manager by Ben Horowitz. The paper proved popular and helped many teams to get a better understanding of just what product was all about.
Now, more than a decade later, I’d like to revisit this topic.
Giff Constable weighs in on the differences between Design and Product Management…
A big difference is where they spend their time. You’ll hear me call design and engineering “deep dive” roles, while PM is a multi-tasking role, which is why it is relatively easier for PMs to assume a leadership role. Even though we work in very collaborative ways (“rough draft culture”) at Axial, both design and engineering require getting into a “flow state” on a problem. Design takes a lot of iteration and trial and error to get something right. PMs, on the other hand, are bouncing around a million tasks, from clarifying a user story, to managing communication inside and outside the organization, to doing whatever it takes to un-bottleneck the team, to all the things listed above.
What do you do when you’ve been handed a bad product strategy?
[W]e often discuss the challenges of being a product manager. One recurring theme is that although you are ultimately responsible for the success or failure of your products, you often do not have organizational authority over anyone. It’s a conundrum: Your job is to develop a consensus and execute your product’s strategic plan without the authority to tell anyone what to do.
Something to think about…
Roadmaps are evidence of strategy. Not a list of features.
– Steve Johnson
Have a great weekend!
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My first professional job involved playing video games for 9 hours a day. After experiencing early signs of brain rot, I decided to teach myself how to write software.
My entire career is characterized by this “why not?” attitude.
I'm currently applying my experience at product development to help early to mid-stage companies develop a “product first” mindset.
You can also find him at the links below.
On blog posts where I discuss products I may include affiliate links. If you click on one of these links and buy something then I get a teeny-tiny commission. As of this writing I think I make enough to buy a cup of coffee once every couple of months.
I don't get any paid compensation directly to write product reviews. I think that's pretty scammy.