How likely is it that due to advances in AI over the next 3 years it will be quite common to have 3-4 person startups with the same degree of impact / revenue / scope / customer-base of 30-50 person startups today?
Let me describe a common, but rarely discussed bias I’ve seen in promotion committees / perf calibration meetings: – Highly talented, very effective PM is being discussed – This PM has recently shown exceptional performance in a specific aspect of PM work (e.g. execution / strategy / analytics / design sense / etc.)
A job description (JD) is the first thing that hiring managers create when they begin hiring for a new role.
JDs clearly have value.
But if you have been in the industry for a while, you know that most JDs are in practice useless for you & the interview panel to figure out what skills & traits truly matter for this *particular role* and how you should make trade-offs as you evaluate multiple plausible candidates for the role.
In other words, doing an N or an O task as though it is an L task.
Or, not discriminating between L, N, and O at all and treating all your tasks the same.
As a product manager, what are some common situations in which you need to work hard to influence peers & stakeholders?
Feel free to share one or many examples, as general or as specific as you’d like
I will share my approach to some of these situations in my seminar on Sunday.
Everything seems simpler than it truly is, when you are not the one working on it.
Everything seems more complex than it truly is, when you are the one working it.
If you are a PM leader / Founder / CEO, it would be quite smart to provide a fully reimbursed ChatGPT Plus subscription ($20/month) for Product Managers on your team.
Let me describe a common, but rarely discussed bias I’ve seen in promotion committees / perf calibration meetings:
– Highly talented, very effective PM is being discussed
– This PM has recently shown exceptional performance in a specific aspect of PM work (e.g. execution / strategy / analytics / design sense / etc)
A job description (JD) is the first thing that hiring managers create when they begin hiring for a new role.
JDs clearly have value.
But if you have been in the industry for a while, you know that most JDs are in practice useless for you & the interview panel to figure out what skills & traits truly matter for this *particular role* and how you should make trade-offs as you evaluate multiple plausible candidates for the role.
Check out my wide-ranging, candid conversation with The Product Folks Aditya Mohanty Suhas Motwani
Topics covered:
PLG
AI & PM
Product Strategy
High Agency
Learning, but also doing
Philosophy & PM
Understanding yourself
Talent & hard work
My favorite food
& more…
As a product manager, what are some common situations in which you need to work hard to influence peers & stakeholders?
Comment below. Feel free to share one or many examples, as general or as specific as you’d like.
I will share my approach to some of these situations in my seminar on Sunday.
Because ladder-fixated, one-size-fits-all performance evaluations are quite broken IMO, here’s an 11 minute crash course on a much better method for evaluating Product Managers’ performance.
The core reasons why PM performance evaluation is hard (and why you should be skeptical of any PM leader or HR leader who claims that they have a clearly correct, fully objective process to evaluate PM performance)
My Services
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Advising
I advise founders on product execution & strategy, go-to-market, leadership & hiring. My advising is quite unique and I only keep a few advising slots open.
