How to Impress as a Junior Product Manager by Ritual.co PM
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The document summarizes tips for junior product managers to impress stakeholders from a presentation by Ritual.co product manager Zach Lebovics. It provides advice on how to impress management by developing and owning the product roadmap, communicating early and often, and actively listening. For designers, the tips are to rally around solving user problems, bring metrics into conversations, and develop a constructive feedback system. And for engineers, the suggestions are to identify, remove, and prevent blockers, deflect praise and absorb blame, and lead by example. The presentation concludes with bonus advice on how to impress yourself through confidence and enthusiasm.
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How to Impress as a Junior Product Manager by Ritual.co PM
- 1. www.productschool.com How to Impress as a Junior Product Manager by Ritual.co PM
- 2. Join 40,000+ Product Managers on Free Resources Discover great job opportunities Job Portal prdct.school/PSJobPortalprdct.school/events-slack
- 3. CERTIFICATES Your Product Management Certificate Path Product Leadership Certificate™ Full Stack Product Management Certificate™ Product Management Certificate™ 20 HOURS40 HOURS40 HOURS
- 4. Corporate Training Level up your team’s Product Management skills
- 5. Zach Lebovics T O N I G H T ’ S S P E A K E R
- 6. How to Impress as a Junior Product Manager
- 7. A little bit about me 2015 2016 2018 2019
- 8. A little bit about me, cont... Fun Facts 1. I am a fitness fanatic
- 9. A little bit about me, cont... Fun Facts 1. I am a fitness fanatic 2. I have two brothers who are also in tech 💰👨👨
- 10. A little bit about me, cont... Fun Facts 1. I am a fitness fanatic 2. I have two brothers who are also in tech 3. My background is in science
- 11. Getting to know you guys!
- 12. Product Management is a multidisciplinary role UX Tech Business You are here
- 13. More than anything, Product Management is cross- functional
- 14. Managing a product is only half the battle, managing relationships with everyday stakeholders is what will set you apart.
- 15. I’ll be talking about not only how to develop healthy working relationships with these stakeholders, but how to go above and beyond to impress them.
- 16. Agenda 1. HOW TO IMPRESS MANAGEMENT 2. HOW TO IMPRESS DESIGNERS 3. HOW TO IMPRESS ENGINEERS
- 17. 1. HOW TO IMPRESS MANAGEMENT 2. HOW TO IMPRESS DESIGNERS 3. HOW TO IMPRESS ENGINEERS Agenda
- 19. Develop and own the product roadmap ● Roadmaps are evidence of strategy - not a list of features ● Create a roadmap that is focused on impact ● Create, commit and conquer ● Revisit the roadmap to go over results
- 21. Communicate early and often ● Communication is the foundation for building trust in a relationship ● Align communication touchpoints with project stages ● Manage expectations provides a safety blanket when things go wrong
- 23. Actively listen ● The most important thing in listening is hearing what isn’t said ● Don’t jump the gun on saying “yes” or “no” ● Understand where a request is coming from and why it is being made ● Does the problem supercede what you are currently working on from an impact perspective?
- 24. Agenda 1. HOW TO IMPRESS MANAGEMENT 2. HOW TO IMPRESS DESIGNERS 3. HOW TO IMPRESS ENGINEERS
- 26. Rally around the user problem Design is about problem solving, and therefore talking about design should reflect that. Tell the story about how this particular design solves a problem. Put yourself in the user’s shoes, starting with the most common goals. - Julie Zhou, VP Product Design @ Facebook
- 28. Bring metrics into the conversation ● Most designers are interested not only in creating aesthetically pleasing work, but also creating impactful work ● They want to know how a design or experience impacted the metrics they were trying to move ● The more you share this type of information, the more a designer will be driven by the numbers
- 30. Develop a constructive feedback system ● Feedback should be actionable and user-centric ● Encourage the Designer to enter into the conversation with leading questions ● Set up regular UX check-ins & discourage flybys ● Design a feedback system where you build consensus with your designer and then bring the experience forward together
- 31. Agenda 1. HOW TO IMPRESS MANAGEMENT 2. HOW TO IMPRESS DESIGNERS 3. HOW TO IMPRESS ENGINEERS
- 33. Identify, remove and prevent blockers ● Blockers can oftentimes be avoided with some foresight ● Common roadblocks usually have to do with a breakdown in the process ● When unanticipated roadblocks appear, your top priority should be to understand why it happened, how to unblock it and how to avoid it going forward
- 35. Deflect praise and absorb blame ● As a PM, your purpose is to guide the team to success ● Missteps happen and are great learning opportunities ● When they come around, don’t let blame be directed at your team ● When praise comes your way, be sure to share that with your team
- 37. Lead by example ● If you’re not in love with your product, customer obsessed or crazy about data, your team of engineers will not be either ● Your emotional minimum is your team’s maximum ● You have a very strong influence on how your team takes form ● It is important to keep in mind that as the team evolves, your actions and beliefs will be mixed into the team’s genetic makeup
- 38. Summary How to impress management How to impress designers How to impress engineers Develop and own the roadmap Rally around the user problem Remove blockers Communicate early and often Talk metrics Deflect praise and absorb blame Actively listen Develop a feedback system Lead by example
- 39. Bonus Section! 1. HOW TO IMPRESS MANAGEMENT 2. HOW TO IMPRESS DESIGNERS 3. HOW TO IMPRESS ENGINEERS 4. HOW TO IMPRESS YOURSELF
- 40. “Experience tells you what to do. Confidence allows you to do it.” - Stan Smith
- 41. “Success consists of going from failure to failure without loss of enthusiasm.” - Winston Churchill
- 42. “Our job is to invent on behalf of our users.” - Anonymous
- 43. Thank You!
- 44. www.productschool.com Part-time Product Management Training Courses and Corporate Training
Notas del editor
- If you’re interested to connect with other Product Managers, aspiring PMs, or those within tech, join our Slack community of over 40,000 professionals. It’s a great place to network and to find interesting content. We host a weekly AMA through our Slack channel on Tuesdays from 11:15am - 12pm PST. We have also recently launched the Job Portal where you can find the latest Product Management opportunities! As members of the Product School community, we'd like to provide you with these resources at your disposal.
- Product School’s Product Management Certificate Path comprises of 3 part-time courses for professionals with strong technical or business background who want to further explore Product Management at software-based companies. During Product Management Training you will first learn Product Management fundamentals to understand the software product lifecycle and what it takes to successfully transition into a product management role. You’ll then be trained to retrieve data, understand its value and make impactful decisions with SQL, data visualization and Tableau. Learn to understand your users to deliver exceptional UX/UI design and develop a robust digital marketing plan. During the Full Stack Product Management Training, you will deep dive into the technical knowledge to enhance your ability to work with agile teams. Finally, Product Leadership Training will elevate your product knowledge to become an effective Product Leader. You'll do an in-depth analysis on how to implement best PM practices on a strategic level to significantly impact your company’s portfolio and revenue. Learn the soft skills to manage product teams and manage stakeholders to deliver performing products.
- As well as individual courses we provide corporate training across the world! If you’d like to upskill your product team this is the best option for you. We have trained employees from multiple companies such as Deloitte, Salesforce, JP Morgan, Bank of America amongst many other companies across all industries.
- Tonight's talk is “ [TITLE] ” with [NAME]. Welcome, [NAME].
- Raise your hand if you are not yet in a product role, but either interested in one or seeking one out? Raise your hand if you are in a product role Keep your hands raised if this role is relatively new (1-2 years old) Raise your hand if you are not in any of the above camps Ask questions about what they are looking to learn Raise your hand if you are my family or friend out here to support me Make a joke about identifying who not to network with
- https://www.mindtheproduct.com/2015/10/history-evolution-product-management/ The field of PM started at Procter & Gamble by a man named Neil Mcelroy - focused on owning brand and promotions with close relationship to customers He then went on to teach at Stanford where he influenced two young entrepreneurs named Bill Hewlett and David Packard - went on to start HP At the same time, the nephew of Toyota’s founder picked up the craft and spun up a product focused division within Toyota focused on Kaizen – improving the business continuously while always driving for innovation and evolution and Genchi Genbutsu– to go to the source to find the facts to make correct decisions.
- Roadmaps are evidence of strategy. Not a list of features. Before creating a roadmap, understand what the company’s goals are and ensure that your initiatives roll up into the overarching goals Create a roadmap that is focused on impact, not features Get feedback on your roadmap before the Quarter begins Your roadmap is a contract between you and management for what will be delivered If a request is made or there is a shift in focus, discuss trade-offs Review the roadmap at the end of the Quarter and highlight delivered features, targets, actuals and next steps
- Communication is the foundation for building trust in a relationship Communication at the beginning of a project How long the project will take? What does success look like? Is this being built to scale or to learn? Communication during a project Are we still on track to our target delivery date? Was a bug introduced? Did priorities shift? Communication at the end of a project What was the result of the project? What are the learnings? What are next steps?
- Active Listening: This is where you make a conscious effort to hear not only the words that another person is saying but, more importantly, the complete message being communicated. Behind each request is a valid sentiment The most important thing in listening is hearing what isn’t said Don’t jump the gun on saying “yes” or “no” Decisiveness is important, but informed decision making is paramount Understand where a request is coming from and why it is being made Focus on the problem, not the proposed solution Does the problem supercede what you are currently working on from an impact perspective? If yes, what is the tradeoff? If no, voice your opinion and present your reasoning
- Notes: https://medium.com/the-year-of-the-looking-glass/what-designers-can-learn-from-pms-3aa285f511bc https://medium.com/the-year-of-the-looking-glass/what-to-expect-from-pms-e9750ec09bbf https://medium.com/the-year-of-the-looking-glass/receiving-feedback-9ed4daef018f
- It’s tempting for a designer to jump right into a task and start producing Thoughtful framing of a problem is imperative PM’s have tools that force us to think deeply about problems; like PRDs, specifications and presentations Decisions are driven by data, research and evidence Ensure that this knowledge is succinct and clearly articulated before the design phase begins “Who are we building for? What is the purpose? How will we know if this feature is successful?” Encourage Designers to follow a similar process whereby they are answering those same questions before they begin and validating assumptions along the way
- Notes: https://medium.com/the-year-of-the-looking-glass/what-designers-can-learn-from-pms-3aa285f511bc https://medium.com/the-year-of-the-looking-glass/what-to-expect-from-pms-e9750ec09bbf https://medium.com/the-year-of-the-looking-glass/receiving-feedback-9ed4daef018f
- The role of a designer is vulnerable in nature; they are exposing their creation and embracing judgement It can be defeating when feedback is given that isn’t constructive First, learn how to give constructive feedback, then teach others to do the same Effective feedback is actionable and user-centric “Why isn’t this red?” is not valuable or actionable feedback Protect your designer from unproductive situations like design by committee Design a feedback system where you build consensus with your designer and then bring the experience forward together
- https://www.kennorton.com/essays/how-to-work-with-software-engineers.html
- https://medium.com/@mozyrko/39-product-management-quotes-to-live-by-81443fcf47f4
- https://medium.com/@mozyrko/39-product-management-quotes-to-live-by-81443fcf47f4
- https://medium.com/@mozyrko/39-product-management-quotes-to-live-by-81443fcf47f4
- https://medium.com/@mozyrko/39-product-management-quotes-to-live-by-81443fcf47f4
- Feel free to speak with me and I can point you in the right direction (explain where to apply). Or you can visit www.productschool.com Have a good night!