As the role of a Product Manager continues to evolve and become more and more demanding, PMs also need to hone their core competencies at the same time. These soft skills that can be developed over the years of working and through coaching/mentoring, could actually spell the difference between launching a product that will disrupt the industry and a mediocre one.
There are seven areas that I believe every Product Manager needs to understand and develop to become outstanding in their field. Consider these are your building blocks or your stepping stones on your journey to excellence. …
In general, a Product Manager’s role is to set the vision for a product, set the path for the product, and communicate the vision to the stakeholders. As you would a product, creating a roadmap for your career and streamlining your actions to ensure its progress is but imperative.
I recently conducted the Confidence Challenge Online Workshop, which by the way received a great number of participants. From this activity, I have received quite a lot of questions about how I manage to stay ahead in my career or how I keep it selling. …
An integral part of influence for product managers is having the confidence in yourself, your skills, the project and most especially, your team.
What makes a confident product manager?
I think, along with that question, every Product Manager has at one point asked how does a confident product manager act. As confidence is highly related to high performance, it is even more important for Product Managers. I have talked about the Impostor Syndrome in my previous lessons and how many Product Managers struggle with this. …
I always ignored his suggestions.
I mean, what does a book that has to do with military leadership have to do with product management?
Finally, I read it.
The answer is: More than you can imagine. This book might be the most important leadership and product management book I have ever read.
There are five main lessons I took away from the book:
In product management, I often get asked two questions: “How do I go and become a product manager?”, “How do I get into Google as a product manager?” and “How do I prioritize features?”
In this video, I am sharing with you, not theories or frameworks, but the four levels of prioritization. As you climb these four levels, you get more and more effective as a product manager. Do these four levels and you will soon notice that your efficiency have dramatically increased and you start doing more strategic things.
So let’s get started.
First level: The basic level…
In this video, I am sharing this one key that made it possible for me to accomplish a lot more than ever before. It’s learning how to get re-energized fast.
There are three main things that I do
First, know how to structure your day so you are doing similar activities together. When you transition from one activity to another that are so different in nature will cause you to lose more energy. Start bucketing your like activities together. …
Dear Management Consultant: I want you to bring your best skills and excel as a product manager. We need more product managers in this world who carry the strategic thinking, critical thinking and communication skills you have built up in your years as a consultant.
I want the journey to be fruitful for you. I wish that, because I have seen some great PMs emerge from consulting roles.
But I have also seen management consultants trip up in various parts of their transition to product management.
Here’s my story:
“I have five years of engineering, two years of sales engineering…
Forming new habits involves intentional design, not just plain willpower. Today, I share with you the Four Design Elements that will make your journey towards your new habits and ideal self-identity a success.
These tips are based on two books that truly inspired me: The Power of Habit and Atomic Habits.
Make them obvious. Implementation intention is the key here. Identify a regular time, a place or a situation when you will do the new habits. …
We are the voice of the customer, and we cannot play this role unless we understand the customer. The most vital skill at play here is our listening skills. Engaging our customers, our teammates, and anyone we are talking for any purpose cannot happen unless you get deeper into the conversation.
I am going to share with you the framework I use to listen better and have those much needed, more in-depth conversations so I can get the information that people don’t usually share.
I call this framework SOAR.
SOAR will help you start to get better and begin…
It started on a weekend. I suddenly started worrying about a new feature we were beginning to work on Monday.
All sorts of questions started to emerge. Did enough customers need this feature to justify building it? Had we understood the requirements enough? Did we have the right support from other teams? What if we were going to do a lot of work that would be worth nothing? What if?
I wish this story were atypical. I wish that I was hit with doubt and second-guessing myself less often.
Or do I?
Doubt serves like a set of brakes. They…