1/ Being a PM is a job of influence. The best PMs are the mayor of their area of work. You need to be able to build coalitions, and get buy in from a wide group of people. That doesn't happen by accident. It takes work.
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2/ The best PMs are autodidacts. They're constantly curious and always learning. If you don’t like learning lots of new skills from sales, to marketing, to negotiation, to EQ, to design, don’t be a PM.
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3/ PMs are also like a point guard playing basketball. Done right, they set up many others to look great. A strong collaboration makes your designers create better designs, and the engineers ship a better product faster. Those assists don't show in the score sheet but matter.pic.twitter.com/vy0OW4vM40
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4/ PMs also are limited by their team. If you are missing key players or have weak players at other positions, it will often look like the PM is weak, because they have to cover or fill in gaps. Two of the toughest are PMs w/o good design help or lacking a good tech lead partner
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5/ There are many ways to become a PM. You cannot major in product management, so everyone gets their start different ways. If you think you want to be a PM, look into how people you follow did it. You may be surprised how varied it is.
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6/ The best ways to become a PM: A) Excel at a growing company & ask to transition (seen it work great for marketers, customer success, design, & engineers) B) Do a side project or startup to show you can PM (this eliminates the chicken or egg problem of having never been a PM)
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7/ Getting an MBA won’t help you become a good PM. It won’t make you a better PM if you already are one, either. If you want to become a GM at a company, an MBA makes sense, but it doesn’t help product managers.
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8/ I’m sure the previous tweet is going to get some replies from a Sloanie, HBS grad, or Stanford MBA. As is always the case on Twitter, exceptions always get mentioned, but do not disprove the general statement. Save $200k if you love PM and don’t get an MBA.
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9/ Most of the worst PMs I know or have heard about are either former engineers or MBAs. - MBAs often bring ego + don’t want to do the real work (talking to customers, iterating, etc) - Engineers can struggle with the interpersonal & relationship building side of PM’ing.
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10/ If the sales team is at war with your product team, or people try to go straight to your engineers for pet requests, those are your fault. The #1 mistake that good PMs make is not building relationships across departments. Fix it with peer 1 on 1s:https://jasonevanish.com/2015/09/24/product-managers-peer-one-on-ones/ …
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11/ The #1 mistake mediocre & bad PMs make is not talking to customers. It’s scary getting outside the building, and they instead choose to be master BS artists. If this is you, change your ways in 2020. I wrote how-to's I wish I had when I started:https://jasonevanish.com/product/
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12/ There are 31 flavors of product managers. An A+ PM at one company would be terrible for another company. If you're hiring, recognize this could explain a short stint on a resume, and if you're job hunting, don't apply to PM jobs that don't match your skills & strengths.
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13/ PMs fit differently based on a variety of factors such as: - The business model (Ecommerce vs. SaaS vs. Ad tech are dramatically different jobs) - Company stage (Think public company vs. Series B vs. Seed) - Company culture (How are decisions made? What do they value?)
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14/ The interview process for product management is completely broken.
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15/ There would be no need for a whole market for products to “Master the PM Interview” if the interview process was actually good at most companies.
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16/ The best interviews see if you can do the work *you’ll be hired to actually do.* Unfortunately, most PM interviews are veiled in hypotheticals that have nothing to do with the job, and are basically trick questions. Mastering trick ?s has nothing to do w/ being a good PM.
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17/ Most product teams don’t check their applicant tracking system nor respond to applicants who apply cold. This is ironic given the trend of calling PMs "Mini-CEOs", and recruiting is one of a CEO's most important jobs...
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18/ If you want to get a response on an application, get an intro into someone on the team. Don’t have a network? Search LinkedIn for lower level PMs. No one asks them for help, so they’re more likely to respond & have a call/coffee to discuss the culture, then refer you in.
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19/ The first PM hire at startups is almost always a sacrificial lamb at the altar of learning for the founder. https://jasonevanish.com/2019/04/28/second-1st-pm/ …pic.twitter.com/zOvKcFwqAz
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20/ The best job if you love startups is to be the *2nd* first PM hire, as you get all the opportunity, equity, and influence…all thanks to the PM that came before you. They died on hills, and helped the company learn what they actually wanted.pic.twitter.com/asRn6kU5C5
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Intermission. More likes = more takes. Back to work for now...
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21/ Most customers don’t report bugs or give feedback. They just quietly suffer, or churn and then maybe tell you.
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22/ I follow the "Rule of 10:" If 1 customer has an issue, there are probably 10 more that didn’t say anything.
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23/ If you have an issue, get in the habit of sending a note to those affected. It’s good service AND it helps you quantify issues. I’ve had many engineers be surprised when they see that 2-3 tickets is actually affected TONS of users. Getting a list to email helps quantify it.
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24/ Customers don’t care how hard (or easy) a feature was. All they care about is if you solve their problem or make it possible for them to do what they want to do.pic.twitter.com/Br15kOmg89
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25/ Quick Wins (aka - simple things you can do to make the product better for your customers) is a great way to let your team recharge and build some momentum after shipping a big feature. Sometimes customers are more excited by this than your big feature.
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26/ Product/Market Fit exists for both buyers and end users. You can have one and not the other, and it will cause your business to sputter.pic.twitter.com/URhT0RuhFm
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27/ Never become a PM at a company where the founders don’t understand what a PM does. You’ll get no credit for wins + all the blame for any problems. Fateful last words include "that feature went really well, but I have no idea how you contributed" & "Why can't you just..."
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28/ Jeff Bezos was right when he said this: https://twitter.com/morganhousel/status/988508530834632704 … The problem is most PMs don’t talk to enough customers to tell this is the case.
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29/ There’s nothing like doing product management in Silicon Valley. There, PMs are mostly considered vital and valuable parts of the company. This changes who does the job, and how they work.
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