The Art of Product Management: Lessons from a Silicon Valley Innovator
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Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. Description this book The Art of Product Management takes us inside the head of a product management thought leader. This makes an email update great. It also is a frequency that resonates with our audience as they do a lot of their projects in monthly increments. The best way to get to the right format and approach for your customer is to listen and iterate. Get the right people involved in your company and start trying things.
How do you update your customers about changes and improvements to your product? Share your favorite tactic in the comments so everyone can learn. How you react will directly affect your customer churn or renewal rates, what your customers will do do they tweet about it?
Do the offer to help? As a product manager, you need to step up your game and work to communicate with everyone calmly and effectively. The first thing you need to do is relax. Understanding the problem and having a plan should give you reason to be confident when communicating internally, then later externally, about the problem.
If you know those basics, you can help your team by starting to communicate with those that need to be in the loop.
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Those can be people like the sales and customer success teams you interface with, and of course any other key stakeholders. This advice applies most to small startups and businesses employees. That makes it easy to quickly import that list into your favorite email marketing tool to fire off such a note. They can help with a quick proof read of your email before sending, so it fits the desired tone, and make them feel a part of the solution, too.
When reports started getting slow at KISSmetrics, at first we hid from the issue. We assumed it was just some edge cases, and maybe it would go away. Finally, we decided we needed to say something, so our VP of Product and Engineering wrote an email we sent to customers. Fortunately, the immediate response was incredibly supportive. If your product matters, which if people buy it, it must be important to them, then showing you appreciate its importance can help a lot. Pay attention to what people are quite possibly screaming to support about that they really need, and speak their language.
When people feel heard and understood, they are more likely to be calm and understanding.
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The chances are a hundred to one that a generous, forgiving attitude will be taken and your mistakes will be minimized. It may seem counter-intuitive at first, but if you try it, you will be amazed at how well it works. Do not throw any team members under the bus. Emotions will be running high as your engineering team works hard to fix it, so the last thing you want to do is to pile on more stress or frustration by calling them out.
And even if say a now-fired engineer deleted a database, or someone made a big error, your company still bears the responsibility; your company hired the wrong person, or failed to have effective safeguards to prevent such an incident. Finger pointing gets you nowhere. Importantly, by calling yourself out, you save your customers from having to.
This can prevent many angry tweets, or a large, public outcry. This is a great excuse to work with your engineering team to understand the technical side of your product better. You see this a lot in the world of engineering products. Our response looked personal, but with a little planning, it was all automated and totally scalable to the size of that issue and others like it. Expertly worded message by ghost. Use your best judgement and fit the culture of your company for how to specifically frame it. In the end, this approach will buy you time and earn some good will.
It helps you be a part of the solution with your team and sets a good precedent for communicating with your customer transparently about issues. You have to fix the issue and do better going forward, and then it will be a distant memory in your customers mind, and you can get back to making more awesome stuff. How has your product team handle crises? I just moved to NY and am looking to connect with other people that love building great products to share tactics, fresh ideas, and cool products.
Not in NY? In other cases, the company has not really had anyone serve as product manager, and finally hits a point where they recognize the team needs stronger product direction and focus than a variety of people can figure out ad hoc. In both cases, that usually happens somewhere between employee 8 and So the team is small enough to be nimble, but big enough to make some serious progress.
Joining a company as first PM is a big risk. The company usually has some traction but not a lot. Unfortunately, the first first PM often ends up being a sacrificial lamb so that the company can figure out what they really need in product leadership. Today, we take a look at why it happens, and what product people considering being a first PM should think about before taking such a role. The first PM is a special job.
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In particular, you may not have a full time designer to work with. Sometimes, founders can be the most resistant to this. Most 1st PMs are experienced product leaders.
Despite this, being the first 1st PM still does not work out in a lot of cases. The earlier a startup is, the more haphazard the hiring process is. This means many hires are directly from their network or referrals from there, without a lot of vetting. Eventually, someone gets introduced to them that understands this early stage startup world. I need this person to solve these problems! Note: this post does a great job of grouping and explaining different types of PMs.
Editorial Reviews. About the Author. Rich Mironov CMO of Enthiosys, a software product The Art of Product Management: Lessons from a Silicon Valley Innovator - Kindle edition by Rich Mironov. Download it once and read it on your Kindle. The Art of Product Management: Lessons from a Silicon Valley Innovator [Rich Mironov] on giuliettasprint.konfer.eu *FREE* shipping on qualifying offers. The Art of.
The other side of the coin is that this is still an early stage company. Even if at the time you hired them, the PM is the exact right fit technically, market-wise, and culturally, it still may not work. On top of all this, as other roles are hired, what the PM needs to do could change, too. For example, if you hire an amazing designer who loves usability research, then a PM strong in that is less important than another unfilled gap. They can now confidently write a much more specific job description, and will be more precise in how they source, filter, and evaluate candidates.
Meanwhile, the first PM is likely feeling pretty burned out and frustrated.
They fought many unwinnable battles, and in the end saw that they were never in a position to succeed. They may have even raised concerns during the interview about issues that ended up being foreshadowing of exactly what would go wrong.