“If you are working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you,” Steve Jobs once said. Creating such forward momentum is a key benefit that a product vision should offer. Unfortunately, I’ve seen many visions that failed to move people. In this article, I explain how you can create a truly inspirational vision that engages and motivates people.
“If you are working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you,” Steve Jobs once said. Creating such a forward momentum is a key benefit that a product vision should offer. Unfortunately, I’ve seen many visions that failed to move people. In this episode, I explain how you can create a truly inspirational vision that engages and motivates people.
As product management becomes increasingly data-driven and AI-powered, one human capability is growing in importance: emotional intelligence. In this article, you’ll discover why emotional intelligence is a critical complement to data, analytics, and AI, how it helps product managers and product leaders create better products and build stronger relationships, and why it may have a greater impact on product success than intellectual ability alone. You’ll also learn practical techniques for strengthening your emotional intelligence—from increasing self-awareness and self-management to developing empathy, active listening, and conflict-resolution skills.
As product management becomes increasingly data-driven and AI-powered, one human capability is growing in importance: emotional intelligence. In this episode, you’ll discover why emotional intelligence is a critical complement to data, analytics, and AI, how it helps product managers and product leaders create better products and build stronger relationships, and why it may have a greater impact on product success than intellectual ability alone. You’ll also learn practical techniques for strengthening your emotional intelligence—from increasing self-awareness and self-management to developing empathy, active listening, and conflict-resolution skills.
The product vision can be a powerful vehicle for creating a shared purpose, inspiring people, and galvanising them. Unfortunately, I have seen many visions that did not fulfil their potential, as they suffered from a number of mistakes. In this article, I discuss five common issues and explain how you can avoid and correct them.
The product vision can be a powerful vehicle for creating a shared purpose, inspiring people, and galvanising them. Unfortunately, I have seen many visions that did not fulfil their potential, as they suffered from a number of mistakes. In this episode, I discuss five common issues and explain how you can avoid and correct them.
It may not be pleasant to experience, but conflict is necessary to innovate successfully. Without competing ideas, it’s virtually impossible to create great products. Unfortunately, many conflicts are handled poorly; they are hidden or result in personal attacks. In this article, I explain how you can skilfully navigate conflict and use it as a source of creativity and innovation for your products.
It may not be pleasant to experience, but conflict is necessary to innovate successfully. Without competing ideas, it’s virtually impossible to create great products. Unfortunately, many conflicts are handled poorly; they are hidden or result in personal attacks. In this article, I explain how you can skilfully navigate conflict and use it as a source of creativity and innovation for your product.
To create value, product people, stakeholders, and development teams have to work together. But when people collaborate, things don’t always go smoothly, and problems emerge. As the person in charge of the product, you should address these issues and offer constructive feedback. That’s often easier said than done, though. Asking people to change their behaviour can be difficult, especially when you are not their boss. To help you with this challenge, I have developed a new framework, which I describe in this article.
To create value, product people, stakeholders, and development teams have to work together. But when people collaborate, things don’t always go smoothly, and problems emerge. As the person in charge of the product, you should address these issues and offer constructive feedback. That’s often easier said than done, though. Asking people to change their behaviour can be difficult, especially when you are not their boss. To help you with this challenge, I have developed a new framework, which I describe in this podcast episode.