Product Management in Practice

product manager cannot succeed if there is not clarity among senior leaders about a company’s strategy and vision.

Err on the side of overcommunication. When you aren’t sure whether something is worth mentioning, mention it.

Understand that the connectedness of your role carries great responsibility, but also great opportunity. Do everything in your power to protect and embody the very best things about your team and your organization.

If you begin to feel like you are the only person keeping your team or your organization from falling apart, take a step back. Make a list of the things you can’t control, delegate impactful work to your colleagues, and make sure you are protecting your team’s most valued routines and rituals.

Try to bring the energy and enthusiasm from your best and most exciting moments as a product manager to every day of your work.

Remember that a good product organization is not one free of conflict, but rather one in which conflict is handled openly and without personal attacks.

Use time-boxed prototypes to explore alternate product directions, even when there is no immediate or obvious pressure to change course.

Be wary of your organization and team falling into autopilot. Actively bring new ideas and challenging perspectives to your team at all times.

If you feel that your organization is becoming too zealous about Agile, feel free to print out a whole bunch of blog posts by people who actually wrote the Agile Manifesto, describing how Agile zealotry and ornamentation have derailed the movement they started.

Understand that “no process” is still a process, and take the time to really understand how your organization is currently building products.