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10 Core Product Management Lessons (a 
)
1. Not all good ideas are worth tackling now (or ever, even)
: But sometimes immediate action is required
ToDo: Listen. Acknowledge. Make decision heuristics visible. Revise them with new information.
)1. Not all good ideas are worth tackling now (or ever, even)
: But sometimes immediate action is requiredToDo: Listen. Acknowledge. Make decision heuristics visible. Revise them with new information.
2. Your teams capacity to act/focus is, and will always be, limited
: Treating every minute as precious erodes creativity
ToDo: Limit work in progress. Seek unnatural levels of focus.
: Treating every minute as precious erodes creativityToDo: Limit work in progress. Seek unnatural levels of focus.
3. Uncertainty signals opportunity
: Uncertainty can trigger anxiety/fear
ToDo: "Talk about uncertainty with certainty"
: Uncertainty can trigger anxiety/fearToDo: "Talk about uncertainty with certainty"
4. Non-linear/exponential/stochastic/non-normal/phase-shifting effects are everywhere
: Business cadence is structured linearly
ToDo: Introduce these dynamics gently w/models. It will take time
: Business cadence is structured linearlyToDo: Introduce these dynamics gently w/models. It will take time
5. The days are long and the quarters/years are short
: Recency bias --when the days are long-- can lead you astray
ToDo: Keep multiple horizons in mind constantly
: Recency bias --when the days are long-- can lead you astrayToDo: Keep multiple horizons in mind constantly
6. Alignment is ephemeral and must be constantly supported
: Forcing alignment can trigger premature convergence
ToDo: Seek coherence over alignment. Continuously
: Forcing alignment can trigger premature convergenceToDo: Seek coherence over alignment. Continuously
7. You will always be dancing up and down ""levels""
: Go high, you'll be asked to get more specific. Get specific...""high level""
ToDo: Visualize how things link/fit together (and keep time in mind see #5)
: Go high, you'll be asked to get more specific. Get specific...""high level""ToDo: Visualize how things link/fit together (and keep time in mind see #5)
8. Influence is mostly art and only partially math/science
: Saying something is "art" can exclude others and add opacity to the situation
ToDo: Embrace different forms of advocacy/influence
: Saying something is "art" can exclude others and add opacity to the situationToDo: Embrace different forms of advocacy/influence
9. There are many successful models of product management
: Someone in your org will want to copy X
ToDo: Make public your team's philosophy. Have a perspective. Not outsource to another company.
: Someone in your org will want to copy XToDo: Make public your team's philosophy. Have a perspective. Not outsource to another company.
10. Small shifts in decision quality and decision velocity can have outsized effects
: Some decisions are really, really important
ToDo: Do regular decision reviews with cross-functional perspectives.
: Some decisions are really, really importantToDo: Do regular decision reviews with cross-functional perspectives.
