If I knew these 20 things when I started as a product manager, I wouldn’t have stressed so much, I would’ve focused on the right things, and I would’ve created even a more significant impact than I already did.
Here is your chance to learn in 5 minutes what took me 10 years to learn and 3 months to condense into this article.
But most of the time, you will be the one taking orders from everyone. Don’t let this worry you. You are young, and you are learning. Ask questions and understand the “why” behind every order.
In the last 10 or so years, Product management has become one of the most sought after roles across the globe.
I have read hundreds (if not thousands) of lists on what to do as a product manager, but I haven’t come across a single anti list — a list of things not to do as a product manager.
So here it is, the first product management anti-list.
Product Managers, who are starting a new job, might not truly understand the role and responsibilities of a PM.
However, the employer has very high expectations from day one. This disconnect is not conducive, especially to the PM’s success. It should be tackled immediately and proactively.
But the problem is — how does a new product manager, who doesn’t understand the role or the company’s working style, proactively do something about it?
The answer to that question depends on multiple factors — the kind of role, past experience, education background, and the structure of the product team.
But, there are…
Every product manager, at some point in her career, has written and read a product requirements document (PRD) in some form.
As unpopular as you might think the PRD is, there are enough product teams still using them. Hence, it is critical to understand its importance.
In today’s post, I will answer: “What is a product requirements document?” and “Why is it important?” And then I will share best practices to create a comprehensive PRD.
Without further ado, let me answer the first question:
A product requirements document:
Some of the challenges that a lot of young product managers (including me when I started) face while navigating their way through hundred meetings a week are:
With this in mind, here are insights and lessons learned in regards to how I manage, run, and own meetings.
Product managers (and professionals) who are self-aware are typically more successful, have grown more than their peers, have created successful products, and are great leaders.
So the question is: how does one become self-aware?
Before we answer that question, it is essential to understand that “thinking” that you are self-aware is not the same as genuinely being self-aware. Researchers say that about 95% of people think they are self-aware, but only 10 to 15% genuinely are.
I was recently chatting with a product leader and asked them how they test for self-awareness when interviewing product managers. …
You launch a new feature, expect users to adopt it, start using it, and love it.
But none of that happens. Instead, the adoption is close to zero.
To understand what’s happening, you look at data, talk to engineers and other teams, you test the feature (for the hundredth time). Yet, you have no idea what went wrong.
It takes you a while before discovering that the new feature does not solve the problem you thought it would. In fact, it does not solve any problem for the users.
You shipped something that you thought is solving a real problem.
A common phrase that I’ve heard very often is: “A product manager is the CEO of the product.”
I, for one, do not believe that is accurate, and today I share why.
The CEO and a product manager both perform the following activities. But there is a difference. Let us understand what it is:
What is different
Stakeholder management is essential for a product manager to succeed. It is also necessary for a CEO to be effective. But the difference is that the CEO has ultimate authority over everyone, which makes the “influencing” much easier for a CEO. …
Love creating products people love, an entrepreneur at heart. Trying to prioritize the roadmap called Life