Product Managers should assume the world is chaotic and prepare for it, rather than think they understand it.
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Every person you’re selling your product to is on their own hero’s journey. If you can create something that helps them along, you’ll be successful.
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The Phoenix Checklist is a problem-solving framework for navigating completely unique situations designed byt he CIA but useful for Product Managers.
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Insights that lead to product breakthroughs are by definition uncommon, so creating great products means finding people that think different. And where do you find these people? Bus stops.
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For those of us that crave certainty, uncomfortably embracing paradoxes is critical.
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Every company or product failure I've seen has gone against this truth.
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Businesses are driven by data but people are driven by emotion. This poses a problem for the Product Manager.
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Liberate creativity and speed by giving yourself and your team the freedom to be wrong.
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Not all decisions are created equal.
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No matter how much a Product Manager believes in the idea, their boss isn't about to allocate hundreds of thousands of dollars because they have a feeling.
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Applying the millenia-old Taoist principle of the Uncarved Block to product design.
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When things don't go your way, there are three ways you can react. Only one of them helps you do better next time.
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The all-time great product companies consider the spreadsheet and the soul. The justifiable and the unexplainable. Everything needs to make financial sense but also connect with something deeper.
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New or aspiring product managers will appreciate this book. It’s a great single source for many of the terms, technologies, and principles used in software development.
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As a non-technical founder, I’ve always had to find people to help me build my ideas. Many freelancers over the years didn’t work out, costing me a lot of time and money. Looking back though, the problem always came back to me and my approach. This post shares the system I use today that's based on the lessons I’ve learned, and which has led to a string of great hires.
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An out of control backlog is a drain on a team: work gets lost, time’s wasted, everyone's anxious, and morale drops as it never seems to stop growing. The problem with the accepted practices of backlog management is that they require a lot of overhead to keep things organized. Here are a few simple rules I took from my time working in warehouses that will help keep your backlog under control with less work.
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I came across an interview with Microsoft’s CEO Satya Nadella. He described one of their purposes as a company to meet the “unarticulated needs” of their users. This was a phrase I’d never heard in a design context before and it caught my attention.
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You don’t want to drown your teams in busy-work. Here’s a simple way to think about how much is enough.
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No matter where you are though, there are probably things you want to make better or change, and regardless of what resources you have (money, time, or even the optimism of your headspace), changing your life is really hard. No change worth making is easy.
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