Calling your Product Managers something else may solve some issues in the short term, but it's just going to prevent you from hiring great people in the long term.
Anyone who says titles are not important is either trying to screw over someone or in a very privileged position.
Salary bands are determined by seniority. Salary bands are determined by job titles and positions.
This is from @BuiltInNewYork but I don't necessarily agree with these, just pointing out discrepancies in title.
Director of Product vs VP of Product salaries are HUGE differences.
#prodmgmt is so nebulous compared to other disciplines- we have too many titles and too much discrepancy. We need to standardize this. It will help with hiring. It will help with org design. It will help with job descriptions. And it will help ppl get paid what they are worth.
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There's been a lot of talk about #Airbnb "getting rid" of the #prodmgmt role. From what I can tell, they are morphing this into a more business related role, rather than purely tech. I don't think this is a bad thing. /1
PM has always firmly sat between business, tech, and the user/customer. In SAAS companies, the Product Management role has always been about figuring out how to grow the business by solving customer problems with the right software. /2
In other companies that are not software-native, you saw this being done by GMs of the business, but with the tools available to drive business at the time - sales, marketing, and human operations. /3
I find it funny how many people are asking me what the alternative to SAFe is, like there aren’t thousands of successful companies out there building products without it…
Those who are asking this don’t want to hear the truth, and the truth is context matters for what you implement for each company. So there’s no “one framework to rule them all”. It’s incredibly hard work to set this up in companies BUT there are principles which remain constant.
And that was the point of @cagan’s talk and what I talk about in the Build Trap, etc.
So no, I can’t give you a pretty little diagram where everyone has a box and it defines specifically what to do. I honestly wish I could!
Five things I wish I could go back and tell myself when I was starting in #prodmgmt 🧵/1
You don't have to come up with all the ideas. Ideas can come from anywhere. It's your job to make sure they are the right ideas for the business and the customer /2
Check your ego. While being confident when communicating is important as a Product Manager, you do not want to be perceived as an asshole. #prodmgmt is about influence, not authority. /3
1. Focusing too much on processes and ignoring the roadmap.
While you have to implement the process and structure for the organization, remember you're also the person responsible for vision and direction. You need to balance working on both of these things.
2. Blaming others
"I can't do this because the CXO won't let me." You're now a leader, it's up to you to usher things through. You shouldn't be asking permission of the other leaders, you should be working with them.
No one is coming to save you. You got to take initiative.
Ah airport layovers, time for a thread that keeps coming up.
How do I convince my executives to change/ do things I’d like them to do as good #prodmgmt. Here’s my tips. 🧵 /1
The thing I see people do most often that doesn’t work is not taking the time to understand how other people are being judged for success and what matters to them.
You have to learn to put your proposal in terms that will help the other person. /2
For example, say you have a problem with the Head of Sales. How are they judged for success?
Bookings, new sales, new logos, revenue growth.
Their comp is tied to it. How do you think they feel when you say you need to deprioritize something that they *think* will make $$? /3