Working with distributed or dispersed teams is a common experience for many product people in an increasingly globalised world. While we have powerful collaboration tools at our disposal that make it possible to work across sites, countries, and continents, being separated is not always beneficial: It can damage the chances of reaching product success, as I explain in this article.
An empowered development team owns its work, is authorised to make the right decisions, and is able to work independently. Empowered teams are happier, create better products, and allow you, the person in charge of the product, to spend more time on product discovery and strategy. This article shares five tips to help you empower your development teams.
Growth is something wonderful: It means that individuals, teams, and products prosper. Growing a product management team, however, throws up a number of challenges: How big should the team become? How fast should people be added? And how should the individuals work together? This articles discusses how you can address these challenges and it shares my recommendations for growing in an effective manner.
Listening to users, stakeholders, and dev team members is crucial for product people. It helps us build rapport, generate new insights, and make inclusive decisions. Unfortunately, we can so busy updating and convincing others that we forget to attentively listen to the individuals we communicate with. This article shares 12 techniques to help you improve your listening habits and become even better at understanding others.
Developing a successful product is not down to luck or trying hard enough. Instead, product success starts with making the right strategic decisions. But as product people, we are often so preoccupied with the tactics—be it dealing with an urgent support request or writing new user stories—that we sometimes no longer see the wood for the trees. In the worst case, we neglect the strategic work and end up with an unsuccessful product. To avoid this pitfall, you should establish an effective product strategy process, as I discuss in this article.
Being an effective product leader is not easy: It requires embracing people’s ideas as well as saying no, being neither too accommodating, nor too assertive. This post helps you recognise and overcome two common, ineffective leadership styles, feature broker and product dictator, and develop a balanced, successful leadership approach.
As a product manager or product owner, you guide and lead the development team and stakeholders. But you usually don’t have the authority to tell people what to do. Creating alignment and ensuring that everybody is moving in the same direction can consequently feel like herding cats. Luckily, there is a solution: working with shared, connected goals, as I explain in this article.
Product discovery refers to the activities required to determine if and why a product should be developed. Carrying out this work makes it more likely to create a product users actually want and need. In this article, I share my recommendations to help you reflect on and improve your product discovery work.
As a product owner, you look after a digital product and work with a development team. Does this mean that you require technical skills? Should you be able to program and write code? Or is it sufficient that you take an interest in software technology and leave the rest to the team? This post shares my answers and recommendations.
Experiencing disagreement and conflict is part of our job as product managers and product owners. We work with a broad range of people from different departments, and it’s only natural that we don’t always agree and sometimes clash. But constructively navigating conflict can be challenging. This article shares my recommendations for dealing with difficult people and successfully addressing conflict.