Product Management
- Who’s the intended audience?
- What do I want them to take away from this?
- What would be the outcome if this was published on the Internet?
Your product is not for everyone. This is a totally acceptable state of affairs.
Define your personas. Know who the product is for and - equally important - who it’s not for.
BONUS: This will also help you figure out how to talk with them about the value you’re creating.
You focus on building understanding first and foremost. Then go build new features.
Your product’s biggest cheerleader should be you.
If you’re not excited about it, why should anyone else be?
Your product team’s biggest cheerleader? Also you.
If you’re not excited about what they’re doing, who will be?
I’m constantly impressed whenever a product introduces changes that address the micro-frictions in my daily work that I’ve barely registered.
Good product design makes your clients say “Wow!”
Great product design makes your clients say “Of course!”
Your product’s growth is often limited by your ability to scale your customer support and success processes.
Ignore this at your own peril.
What’s a sign of an effective product managers?
Someone who consistently turns constraints into catalysts for further creativity and innovation.
Your product’s user experience can spark joy and create emotional connections while also solving meaningful problems.
These aren’t mutually exclusive concepts.
Sometimes you receive the most valuable feedback when you lose a client.
Great features can be born from the most frustrating user experiences.
“But we’ve always done it this way!”
Some of the most frightening words to hear… but so very ripe with opportunities.
Think about it like this:
Every time you deploy, you’re really shipping new/better/different outcomes.
Yes, yes, yes - you make wonderful hammers. (Congratulations!)
But how successful are your clients at actually building with them?
Your product’s success should really only be measured by your clients' successes.
A feature without a very clear “why” just shouldn’t exist.
Listen, listen, listen to your clients - but remember: they’re experts in their problems, not your solutions.
Your job is not to build what users ask for but to understand why they’re asking for it.
Don’t wait for the perfect moment to reach out - build your network consistently.
Don’t just ask for favors - add value whenever you can.
The relationships you cultivate today will shape your tomorrow.
Everyone expects you to be dependable.
Everyone expects you to know what you’re talking about.
Exceeding expectations is hard - and it gets harder to repeat as expectations rise over time.
But it is SUCH a powerful way to build a relationship with your customers.
Great product teams shape the entire culture of problem-solving, innovation, and learning within a company.
As I write this, it’s early Monday morning and - reminder - now is the best time to go ahead block some uninterrupted Focus Time on your calendar for the week ahead.
As a knowledge worker your thinking is your primary product. Tackling complex tasks effectively requires dedicated time and space.
Remember: organize your product around the market it serves and not around your internal hierarchies.
Said differently, roadmaps are not org-charts.
#productmanagement
“The great thing about fact-based decisions is that they can overrule the hierarchy.”
-Jeff Bezos
#Quotes
When working on a new roadmap, here are my 3 starter questions:
The needs of your audience and the realities of the market environment should shape the content.