“Why does this small product change take so much time? Why is tech so slow? It’s frustrating.” If you’re a PM, you’ve probably heard this complaint many many times. Especially when you work in a company that is not product or tech-first. During those moments, you have two choices in how you
“Stop telling stories—Just get me the data!” Product managers hear/use this quite often, don’t we? Some of us hesitate to use storytelling because we associate the word ‘story’ with ‘fiction’ or even ‘lies.’ However, the best leaders I know recognise that data alone is not enough. Storytelling is a crucial tool—especially when:
ICE (Impact, Confidence, Effort) is a great friend to product managers. It helps cut through differing opinions and provides an objective way to order a product roadmap. But, like every framework, ICE has its limitations. Some situations just don’t fit easily into it. 🚀 Moonshot Initiatives (Low Confidence [C in ICE] isn’t
📚🌍🚶♂️ A friend recently shared his “2024 in numbers”: * 16 books, ~3400 pages read * 7 countries, 20 cities visited * 1723 km walked * 3 summits hiked Impressive, isn’t it? But being a product manager, I couldn’t stop myself from asking him – “Fantastic. But these are input metrics, where
During my initial years as a Product Manager, I faced a dilemma—should I continue as an Experience PM or shift to a Platform PM role? Since platform roles were fewer (at that time), and I loved working on user-centric work, I continued the path of experience PM. Looking back, there is a
Time management gets all the attention, but energy management might be the secret sauce — in leadership roles where constant context-switching is a curse. Over time, I’ve learned to manage my energy alongside my time. Here are a few practical approaches that have worked for me: 1. Knowing Your Energy Boosters and
On the face of it, B2B and B2C firms’ structures and processes appear completely divergent. When thinking about B2B, one visualizes large sales teams (in suits), dedicated account managers, conferences, customer meetings etc. In the B2C world, we think of scale, branding, mass marketing etc. The case for confusion: However, looking a
Many leaders hesitate to let go of poorly performing team members even after giving them enough time to improve. Few postpone the decision indefinitely and live with the problem despite being fully aware that this affects their own performance and the team as a whole. Why do they do this? To avoid
One of the biggest psychological impacts of getting laid off is the feeling of “I am not good enough”. While performance is definitely a consideration for layoff decisions, it is overrated in the eyes of the affected people. I am listing down the other parameters that go into the decision-making process. Leaders
One of the stressful things about a manager’s life is having to remember the details of every team member’s work. Managers are required to answer questions from their boss, senior management, stakeholders, investors, etc. for which they need to remember details of team members’ day-to-day work and progress. Knowing complete details of
