Main takeaways:
- An Engineer as a PM is as powerful as a PM who has a technical background
- Enabling the org to become PMs has the potential to reduce some but not all technical, research inefficiencies
- You succeed with a combination of good upper-management leadership and data-driven teams
28. PMs want to lay the groundwork for vision and strategy
But cannot do so if they’re firefighting
We also know that PMs succeed most in agile
organizations
Where success is measured by empowered, cohesive,
entrepreneurial teams...
30. ABSENCE OF
TRUST
FEAR OF CONFLICT
LACK OF COMMITMENT
AVOIDANCE OF
ACCOUNTABILITY
INATTENTION
TO
RESULTS
Five dysfunctions
of a team
Patrick Lencioni
33. 1. Get out of the way.
2. Don’t sell the vision,
sell the problem.
2. Bring UX, Eng and PM
together, as often as
possible; form the agile
team built on trust.
3 steps to scale your role
as a PM
35. 1. Get out of the way.
2. Don’t sell the vision,
sell the problem.
2. Bring UX, Eng and PM
together, as often as
possible; form the agile
team built on trust.
3 steps to scale your role
as a PM
36. I am hiring __________ to do
_____________.
INSERT YOUR
PRODUCT
37. 1. Get out of the way.
2. Don’t sell the vision,
sell the problem.
3. Bring UX, Eng and PM
together, as often as
possible; form the agile
team built on trust.
3 steps to scale your role
as a PM
38.
39. With any successful design solution, it requires
a deep understanding of the technical
constraints, and having been able to
collaborate with the engineering teams on a
daily basis has allowed for a well thought out
app that balanced product, design, and
engineering perspectives.
42. PM success comes down to influence, and with it, trust
One way to develop trust is to empower your Eng and UX
teams to think like PMs.
Data and user-driven prioritization in the face of constrained
resources is a skill everyone should have.
Once set up this way, it frees you the time to execute on the
vision work that only you can do.
With this, you’re building more agile organizations.
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].
1 “Recognizing the abundance of opportunities and resources available to us, we succeed by co-creating value with and for all of our stakeholders.”
2. To: “When given clear responsibility and authority, people will be highly engaged, will take care of each other, will figure out ingenious solutions, and will deliver exceptional results.”
3. To: “We live in a constantly evolving environment and cannot know exactly what the future holds. The best way to minimize risk and succeed is to embrace uncertainty and be the quickest and most productive in trying new things.” *away from the hippo
4. To: “Effective leaders empower employees to take full ownership, confident they will drive the organization toward fulfilling its purpose and vision.”
5. To: “Technology is seamlessly integrated and core to every aspect of the organization as a means to unlock value and enable quick reactions to business and stakeholder needs.”
In fact, one of the things I celebrate is when PMs are willing to deprecate a feature.
Disagree and commit
So what have we established so far
PMs want to lay the groundwork for vision and strategy
But cannot do so if they’re firefighting
We also know that PMs succeed most in agile organizations
Where success is measured by empowered, cohesive, entrepreneurial teams
Who we know must have, above all else, trust
Disagree and commit
So what have we established so far
PMs want to lay the groundwork for vision and strategy
But cannot do so if they’re firefighting
We also know that PMs succeed most in agile organizations
Where success is measured by empowered, cohesive, entrepreneurial teams
Who we know must have, above all else, trust
Disagree and commit
So what have we established so far
PMs want to lay the groundwork for vision and strategy
But cannot do so if they’re firefighting
We also know that PMs succeed most in agile organizations
Where success is measured by empowered, cohesive, entrepreneurial teams
Who we know must have, above all else, trust
And people trust you if you are:
Honest
Open
Consistent
Humble
Kind
Responsible
Trust goes both ways
Richard Branfield, CEO of Fresh Tilled Soil, once said: a leader’s influence is judged by their absence. It’s what happens when the leader walks out of the room. It’s the behavior of your team when you’re nowhere in sight.
Richard Branfield, CEO of Fresh Tilled Soil, once said: a leader’s influence is judged by their absence. It’s what happens when the leader walks out of the room. It’s the behavior of your team when you’re nowhere in sight.
Richard Branfield, CEO of Fresh Tilled Soil, once said: a leader’s influence is judged by their absence. It’s what happens when the leader walks out of the room. It’s the behavior of your team when you’re nowhere in sight.
Paul Buchheit, Sanjeev Singh
Maps: Lars and Jens Rasumussen
YouTube: Chad Hurley, Steve Chen, and Jawed Karim
Chrome: Ben Goodger
Google Search
Android: Rich Miner, Nick Sears, Chris White, and Andy Rubin
In fact, one of the things I celebrate is when PMs are willing to deprecate a feature.
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!