Priority can be an every shifting target, much to the dismay of the product manager. In early stage startups that can mean larger pivots with minimal data, compared to more established startups with smaller pivots and mounds of data.
Every new idea coming through, and on every change of direction, priorities need to be re-evaluated in a comparative way. Here are a few of the priority frameworks I rely on, and a bit about how and when they might be implemented.
Continue reading →As a software business grows, product and engineering may find themselves drifting further apart. Product teams grow larger, engineering splits into smaller specialist teams, and communication can start to break down. Only through a strong connection between these 2 departments can the company goals be achieved and move the company forward.
As a product manager you will find yourself pulled in many directions by stakeholders in all departments with their own goals for where the business is heading. A lesser heard voice can be found in the engineering world where stakeholders can feel bound by the decisions from product or other areas.
Continue reading →You are time poor, your direct reports are time poor, your manager is time poor.
This should be no excuse to delay or skip your weekly or bi-monthly 1:1.
Having a structure in place to ensure your 1:1s are meaningful, yet brief, allows for everyone involved to get what they need.
1:1s are a great opportunity to help your department move forward, and better relate to your team. Servant leadership builds trust between you and your direct reports to ensure everyone feels heard and is getting the most out of their position. Engaged employees will be more productive and overall happier with their day-to-day responsibilities.
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