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.
Today I want to talk about a simple technique that many product managers overlook in their pursuit of shipping products fast.
That technique is: Focusing on the problem more than the solution.
Very often, product managers rush into solving the problem, and they:
But what they don’t do is validate if they are solving the right problem.
Let me clarify with an example.
Assume you are the product manager at an online gaming company. Your manager…
B2B product managers face a lot of challenges that are specific only to the B2B space.
Today, I talk about such challenges and a few ways to tackle them.
B2B companies typically use revenue as their (only) success metric.
As a result, the only way the PM can prioritise improvements, features, bug fixes, and tech debt is by converting the impact to a revenue number.
And that, is not easy.
The second challenge this poses is…
A lot of the product management literature focuses on frameworks that help you choose the best feature, developing it, shipping it, and growing it. There are very few guides to help product managers decide if and when they should kill a feature or a product. So today, I share simple tactics that I use to decide which features to shut down.
You should kill features:
If users are not using it (anymore), kill it.
You might have some features in your portfolio that were popular in the past, but now they aren’t.
Users are not using it anymore. The drop…
Recently, a friend (a new-ish PM with <2 years of experience) asked me: “The sales head has asked me to ship a feature that I think does not align with the product strategy. So what do I do? How to say no politely?”
“You’re not alone. Almost every PM has faced the same problem in some form or the other. I have too.” I told him.
This conversation got me thinking.
It took me back in time — I am 27, finding my way around my first PM job, trying to learn what PM’s do, staying away from inter-office politics…
You, too, can become a great product manager.
But before you do that, you should truly understand what Product Management means.
Today I talk about: a meaningful yet brief definition of product management and what it really means.
Product management is hard to define it in a single sentence or a single (Venn) diagram.
It is a complicated role.
But if I have to define it in a sentence, it would be this:
Shipping solutions that solve real user problems in a way that makes the business more valuable.
Let us break this down.
Shipping refers to the…
In today’s world, it is crucial to work well with multiple stakeholders. The stronger the relationship, the higher the chances of success.
Unfortunately, not all stakeholders are the same. Some are friendly, helpful, and considerate, while others are just the opposite.
In this article, I talk about four unhelpful stakeholders and how to deal with them.
How to identify them
In today’s post, I am answering a recent question on Ask Sid — “How does one improve their visibility/ grow their network as a pm. What are the most effective ways?”
Today I talk about:
You have a great network if your stakeholders know
Product managers with…
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.