Many years into my career in software development, I was introduced to the concept of “agility” and specifically leveraging the “scrum” methodology. We were trained up over the course of a couple of days which included silly activities to prove a point like making paper boats. I learned about 2 week sprints, sprint ceremonies (like sprint planning, daily stand-up and retrospectives), and best practices around estimation.
At the time, I was on a very lean team responsible for operating a platform that was licensed to a competitor for what I understood was a large sum of money. Our product was important to the bottom-line so consistently delivering value was the name of the game. I enjoyed the structure that sprinting offered and the constant tangible value delivery to our customer appealed to the dopamine receptors in my brain that get excited when I check something off my “to do” list.
During that time, I also learned about the “agile manifesto” and that there was a real career path for people like me who enjoyed solving human-centered problems. And since then, I’ve worked with a number of different large enterprises that employ various flavors of agile.
Ruthless Prioritization
As product folks, we are asked to drive value and in order to do this we need to be somewhat ruthless about what we do, and consequently what we do not do. I always refer to this as ‘ruthless prioritization’ but it’s not quite as antagonistic as it sounds.
Why does it feel ruthless?
I want to address why it often feels ruthless or downright “icky” for us to prioritize work this way:
- You are saying no, possibly a lot: you might feel like a killjoy as you constantly re-focus your peers on the less fun stuff that you might need to achieve. Or, this could lead to difficult conversations and/or escalations (depending on the type of company you work at).
- You are ignoring known customer or operational pain points: this one took me a while to overcome; you know your customer, you empathize with your customer and so when you see something wrong, you desperately want to fix it. In this case, you can’t — and that’s okay, you will run yourself ragged if you aim for perfection.
What does it mean to be ruthless?
While being ruthless is associated with not showing compassion, I’d argue that in this case, it’s about taking the passion out of it for a second. Continue reading “Ruthless Prioritization”
What Effective Communication Skills Really Means
Most Product Management roles request that an applicant have good written and verbal communication skills. And while some folks know their product and have great ideas, they can still struggle with being heard for a number of reasons. Continue reading “What Effective Communication Skills Really Means”
Do You Need to Be Technical to be a Product Manager?
In short, no.
To elaborate (because I have many thoughts on this!), I’ll share a story about a colleague I managed as a result of some organizational restructuring. Continue reading “Do You Need to Be Technical to be a Product Manager?”
Dark Patterns
Sometimes things happen and they are just coincidence and sometimes things happen, especially on the internet, and someone explicitly went out of their way to make that happen. You may find this when you are casually browsing a retail site for a pair of shoes and then, through the magic of something called “retargeting,” you keep seeing advertisements for that same pair of shoes. At this point, we all see this coming so it doesn’t come as a surprise.
Everyone is tracking us everywhere — and sometimes we willingly let them track us by volunteering information about ourselves (i.e. what we all do on Facebook day in and day out). This is okay as long as everyone’s complicit; when the product you are using is free, YOU are the product (the selling of information about you to target selling you stuff, in essence).
What I find far more disturbing is a trend toward dark patterns that I’m seeing in the design of products. I define a dark pattern as a product that takes you somewhere that you as a user don’t want to go. It’s intentionally leading you to something you may not want — usually the end game is to lead you to something that is profitable for the product but not so great for the consumer.
Continue reading “Dark Patterns”
The importance of feedback in user experiences
I wrote this piece on Medium first about my work as a Product Manager:
I work in a large room that’s offset from a larger and more public area. The room is locked, so that only people who work for my company can enter as long as they have an ID badge with the appropriate permissions assigned. There are two doors through which one can enter the room. These doors can be opened by anyone from the inside of the room, but you must first push a red button adjacent to the door.
Continue reading “The importance of feedback in user experiences”
Let’s Just Start Over or: How I Learned to Stop Worrying About the Product and Comfort a Cranky Stakeholder
I wrote this piece on Medium first about my work as a Product Manager:
Last week, colleague walked over to my desk to ask me about the product I just started working on. And by started to work on, I mean I inherited this product in part because there was some significant “clean-up” needed and rumor has it that I’m good with fixer-uppers. His question to me was, “How about we just start over?” In short, stating that he’d almost rather walk away from this dumpster-fire mess than somehow try to put out the embers and make something of the leftover half-burned pieces of fresh garbage. Well, this isn’t exactly what he meant but that’s probably how I felt when I heard the question and realized the hole I now needed to climb out of.
Continue reading “Let’s Just Start Over or: How I Learned to Stop Worrying About the Product and Comfort a Cranky Stakeholder”
In Defense of Cold Feet
Right now the temperature is starting to warm up in New York. However, it’s inevitable: winter will be here again before we know it.
And every winter, I’m freezing to death because at some point in time I wore the wrong shoes. Like that time I was going to Philadelphia and needed a headphone splitter so my husband and I could co-watch a movie on the bus ride down. I spent the better part of an hour searching for one while the snow came down around me. All I found was that my boots had sprung a leak and that apparently the only place to buy dry socks in TriBeCa is at the Equinox where you will spend too much money for them (do rich people not need socks?!).