Strong Product People: A Complete Guide to Developing Great Product Managers

Inhaltsverzeichnis des Buches

• Table of Contents
• Foreword by Marty Cagan
• Foreword by Martin Eriksson
• Intoduction
• PART I: WHAT PRODUCT MANAGERS DO— DEFINE YOUR GOOD
• CHAPTER 1: YOUR ROLE IN THIS GAME
• Leading the Product Management Team
• Why Investing in Your People Pays Off
• Setting the Next Bigger Challenge
• Is This PM Ready for the Next Bigger Challenge?
• Further Reading
• CHAPTER 2: A QUICK TEAM ASSESSMENT
• The GWC Assessment
• Use Your Insights to Navigate This Book
• CHAPTER 3: THE ROLE OF PRODUCT MANAGERS
• What Is a Product?
• What Is a Product Manager?
• Key Product Manager Activities
• Further Reading
• CHAPTER 4: DEFINE YOUR GOOD
• How to Get There from Here
• The PMwheel
• Start Using Your Definition of Good
• The Initial Assessment Meeting
• Putting It All Together
• Further Reading
• PART II: MANAGE YOUR TEAM— FIND YOUR VOICE
• CHAPTER 5: BEING A GREAT BOSS
• Your “Great Boss” Blueprint
• 1. The human touch
• 2. Opinionated but adaptable
• 3. Lead by example
• 4. A healthy attitude toward work.
• 5. Impact on the organization.
• Feedback from Your Employees (and Peers)
• Feedback from a Mentor and Coach
• Further Reading
• CHAPTER 6: IDENTIFYING AND CLOSING PRODUCT MANAGER GAPS
• Identifying Product Manager Gaps
• Initial Gap Identification
• Closing Product Manager Gaps
• Future Self—Session One
• Future Self—Things to check once you’ve received the draft
• Future Self—Session Two
• Common Ways to Learn Something New or Acquire a New Skill
• Further Reading
• CHAPTER 7: THE POWER OF COACHING
• What Coaches Do
• Step 1: Gain clarity.
• Step 2: Create a strategy for success.
• Step 3: Act.
• Step 4: Evaluate progress.
• How to Start Your New Coaching Habit
• Commit yourself to it!
• Make an effort and show you care.
• Work on your listening skills.
• Focus on competence first.
• Find good questions to ask.
• Tame your advice monster.
• Keep the dialogue going.
• Learn to be patient and ditch the “why.”
• A Playbook for Your First Coaching Session
• Step 1: Check in.
• Step 2: Find/ agree on today’s topic.
• Step 3: Explore the topic.
• Step 4: Focus on one action and ask if you can help.
• Step 5: Check out.
• A Coaching Example
• If You Want to Dive Deeper
• Further Reading
• CHAPTER 8: MONITORING PERFORMANCE AND GIVING FEEDBACK
• Creating a Healthy Performance Culture
• How to Deal with Poor Performance
• Feedback: The Breakfast of Champions
• 5 Steps to a New Feedback Culture
• Step 1: Ask for feedback and learn how to receive it.
• Step 2: Create a habit: collect and prepare.
• Step 3: Ask if they want it.
• Step 4: Give feedback (praise and criticism).
• Further Reading
• CHAPTER 9: MOTIVATION DO’S AND DON’TS
• Theory X and Theory Y
• 14 Ways to Demotivate Your Employees
• Let’s Talk About Ego
• What You Can Do Right Now to Support Your People
• Further Reading
• CHAPTER 10: BUILDING INDIVIDUAL AND TEAM ALIGNMENT
• Gaining Clarity of Intent
• Starting Discussions for Alignment
• Discussions Resulting in Conflict
• Making Your Results Transparent
• Further Reading
• CHAPTER 11: HOW TO FIND THE TIME
• Finding Time for People Development (the HoP Edition)
• Focus on small, meaningful conversations.
• Make it a habit.
• Use timeboxing for preparation.
• Find a way that you love doing it.
• Do You Care? Really??
• Finding Time for People Development (the PM Edition)
• Further Reading
• PART III: FIND AND RECRUIT GOOD PRODUCT MANAGERS— ATTRACT THE BEST PEOPLE
• CHAPTER 12 WHERE TO FIND GREAT PRODUCT MANAGERS
• Active and Passive Sourcing
• The Job Ad
• The Candidate Profile
• Unconventional Ways to Identify Candidates
• Employer Branding
• CHAPTER 13: INTERVIEWING, ASSESSING, AND HIRING CANDIDATES
• Build Your Team Intentionally
• The Hiring Process
• Step 1: Scan applications
• Step 2: Compare applicants
• Step 3: Do a profile check
• Step 4: Assign take-home case
• Step 5: Conduct a formal interview
• Step 6: Make the job offer
• Further Reading
• CHAPTER 14: EFFECTIVE ONBOARDING
• The Basics of Onboarding
• My Advice on Onboarding
• A Time-Phased Approach to Onboarding
• Day 1
• Week 1
• Month 1
• Quarter 1
• Further Reading
• PART IV: DEVELOP YOUR EXISTING PRODUCT TEAM— TRAIN FOR EXCELLENCE
• CHAPTER 15: HELP YOUR PRODUCT MANAGERS CREATE A PRODUCT VISION AND SET GOALS
• Vision
• Strategy
• Goals
• Principles
• The Process
• 1. Create it.
• 2. Share it.
• 3. Live up to it.
• 4. Refine it.
• A Final Note
• Further
• CHAPTER 16: HYPOTHESIS-DRIVEN PRODUCT DEVELOPMENT AND EXPERIMENTS
• Understanding Discovery as a Head of Product
• A real problem and a shared goal
• A strategy
• Cross-functional teams
• Data the teams can work with
• A sense of urgency
• The Basics You Need to Get Right
• Some Core Concepts of Product Discovery
• The hypothesis-driven approach
• Prioritize assumptions
• Writing hypothesis statements
• Don’t base decisions on one single experiment/ data point
• Beware of the waterfall
• Outcome and learning faster
• Helping Your PMs Refine Their Own Toolsets
• How to work with data
• Interview skills
• Knowledge about humans
• Knowledge about digital products and how to make money
• Ways to document and share insights and results
• Ways to plan and navigate your discovery
• Further Reading
• CHAPTER 17: BALANCING PRODUCT DISCOVERY AND PRODUCT DELIVERY
• Get Your Day Right
• Get Your Week Right
• Are they getting in touch with the customer every week?
• Are they looking at user data to refine existing assumptions or create new ones?
• Are they looking at their success metrics and progress on their goals?
• Are they spending time with their team?
• Are they reviewing and adjusting their short-term and midterm planning?
• Get Your Month Right
• Get Your Quarter Right
• Draw the quarter.
• Plan the quarter.
• Do a reality check.
• Product Management Task Boards
• Idea Board
• Product Overview Board
• Product Discovery Board
• Product Delivery Board
• How Boards Help Keep the Balance
• Further Reading
• CHAPTER 18: TIME MANAGEMENT FOR PRODUCT PEOPLE
• The Paradoxes of Time
• Frameworks
• Learning to Say No
• Better Meetings
• The Manager and the Maker Schedules
• The Eisenhower Matrix
• Rock, Pebbles, Sand
• Lead by Example
• What You as a Manager Can Do If Someone Asks for Help in Time Management
• What You as a Manager Can Do If You See Someone Struggling with Time Management
• Further Reading
• CHAPTER 19: WORKING WITH THE CROSS-FUNCTIONAL PRODUCT DEVELOPMENT TEAM
• The Nature of Teams
• Empower the team.
• Create the smallest possible “maker-to-user” gap.
• Help your organization adopt an agile mindset.
• Help Your PMs Learn More About Teamwork
• Help Your PMs Remove Obstacles
• Further Reading
• CHAPTER 20: COMMUNICATING DIRECTLY AND OPENLY
• Communication Basics
• Common Communication Problems— and Solutions
• How to Communicate More Clearly
• Step 1: Collect.
• Step 2: Structure.
• Step 3: Write the narrative.
• Step 4: Share early and iterate.
• Step 5: Draw to simplify.
• Further Reading
• CHAPTER 21: PLANNING AND PRIORITIZATION
• A Closer Look at Planning and Prioritization
• Coaching Prioritization
• The Truths About Prioritization
• An Approach to Planning and Prioritization
• Step 1: Analyze your throughput.
• Step 2: Collect all the items.
• Step 3: Filter.
• Step 4: Cluster and assess.
• Step 5: Do a reality check.
• Step 6: Select.
• Step 7: Put your list of priorities in order.
• An Opportunity Assessment to Help with Step 3: Filter
• Further Reading
• CHAPTER 22: INCREMENTS AND ITERATIONS
• Why Increments and Iterations?
• 1. We want to ship as early as possible to start learning.
• 2. We want to help our developers keep things easy.
• 3. We want to have business impact as early as possible.
• Help Your PMs Sort It Out
• Telling the Story
• CHAPTER 23: PRODUCT EVANGELIZING AND STORYTELLING
• What Stories Do
• Telling a Good Story
• Making Your Message Stick
• Dos…
• Don’ts…
• Remember…
• Some Great Talks to Watch…
• Further Reading
• CHAPTER 24: KEEP THE SENIOR PMS ENGAGED
• Mastery, Autonomy, and Purpose
• A Career Path for the Individual Contributor
• Balance Your Tree
• Something New Every Year
• PART V: CREATE THE RIGHT ENVIRONMENT— BUILD A GREAT CULTURE
• CHAPTER 25: THE PRODUCT ORGANIZATION’S LOCATION IN THE COMPANY’S ORG CHART
• Product Managers Must Strike a Balance
• Healthy Friction Is a Must, But Only at Eye Level
• What If the Organizational Structure Gets in the Way of Balance?
• Further Reading
• CHAPTER 26: CHANGE FROM WITHIN
• Encourage New Ways of Working
• Foster Bottom-Up Change
• 1. Start small and make sure it works.
• 2. Create a success story.
• 3. Find the ally.
• 4. Ask them to share their success story.
• 5. Start to convince the org.
• 6. Help everyone succeed.
• Some Common Bottom-Up Change Initiatives
• Further Reading
• CHAPTER 27: FOSTER THE AGILE MINDSET
• The Agile Mindset
• The Agile Way of Working
• Where to Get Started
• Further Reading
• CHAPTER 28: HANDLING CONFLICT
• The Nature of Conflict
• Understand and Minimize the Reasons for Conflict
• Proven Approaches to Resolving Conflicts
• A two-step strategy for conflict resolution
• Step 1: Don’t make it worse!
• Step 2: Have a follow-up meeting
• Marshall Rosenberg’s nonviolent communication framework
• Expressing Feelings
• Further Reading
• A Final Note