Product teams tend to operate in 4 modes.

1) Assemble-mode:
Getting the team together

2) Produce-mode:
Predictably making stuff

3) Differentiate-mode:
Consistently making good stuff

4) Replicate-mode:
Making other teams better
Modes may overlap. Every product team has a *primary* mode at a given time.

Assemble-mode is about starting.

Produce-mode is about practicing execution.

Differentiate-mode is about winning via distinct value.

Replicate-mode is about cross-pollinating ideas, processes, people.
Some product teams get perpetually stuck in one of these modes.

It’s fine if you’re “stuck” in Differentiate-mode or Replicate-mode.

Not fine if you’re stuck in Assemble-mode or Produce-mode. Identify this & call it out to your team. Discuss what’s needed to get unstuck.
Trust is the catalyst for transitioning to a higher-impact mode.

Collective achievement is one of the prerequisites for building this trust.

Here's what that looks (and feels) like👇🏾
Assemble → Produce:
We have a critical mass of talent & clarity of roles

Produce → Differentiate:
We're proficient at making widgets & believe in each others’ abilities

Differentiate → Replicate:
We are rather good at creating customer value & have developed unique expertise

• • •

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More from @shreyas

24 Oct
“My team has a prioritization problem. Help!“

Product prioritization, a thread:
(1/30)
Most product prioritization problems are really strategy problems.

So you need to start with strategy.

There are 4 types of strategy problems.
4 strategy problems

-Acceptance: “we dont think strategy is important”

-Creation: “we know it’s important but we dont have one”

-Substance: “we have one, but it’s flawed”

-Communication: “we have a good strategy, but the team doesnt grok it/can’t recall it/can’t describe it”
Read 36 tweets
23 Oct
The 7 Cognitive Biases of Product Teams, a video thread for very busy product people:

(these ~15 minutes could save your company ~15 million or more on opportunity costs)
(1/15)
Why care about studying our own cognitive biases
(2/15)
You do not rise to the level of your plan, you fall to the level of your decision-making
Read 18 tweets
20 Oct
3 book recos for PMs, by level

Entry level (APM/PM1/2):
Inspired
Getting Things Done
7 Habits of Highly Effective People

Mid-level (SrPM/GPM):
Super Thinking
High Output Management
Understanding Michael Porter

Leadership (Dir/VP):
7 Powers
Are Your Lights On
The Charisma Myth
Why book recos by level?

- Book lists for product ppl are often one-size-fits-all.

- A great book can be career-changing.

- But the timing is almost as important as the actual content.

- We can only appreciate certain lessons & frameworks based on our accumulated experience.
For more books, check out this thread:
Read 6 tweets
17 Oct
PM feedback framework:

Skills—to build/enhance (level-specific)

Mindset—for ⬆️effectiveness (agency, even keel..)

Activities—to improve product/team (better process, horizontals..)

Results—expected Outputs+Outcomes

Training—resources to achieve all this

Review plan monthly.
Product Manager feedback tends to be unstructured & is often not easily actionable.

This had bugged me for years, until I starting applying this framework a few years ago.
Structuring feedback in these 5 categories forces more specificity & action-orientation.

It's a joint plan in which the manager is equally accountable.

How to start?

Managers: write up to 3 prioritized points per category

All others: share this framework with your manager🙂
Read 5 tweets
16 Oct
In my 20s:
I was sure other people knew the answer.

In my 30s:
I was sure I knew the answer.

In my 40s:
I try not to be so sure about such things.
If you enjoyed this tweet, you might also enjoy these threads👇🏾
What I learned in my 30s about living a peaceful life, through setbacks, reading, and introspection
Read 7 tweets
15 Oct
Most Execution problems are really
1) Strategy problems, or
2) Interpersonal problems, or
3) Culture problems

Good leaders execute well because they understand this. They fix the root problem.

Bad leaders struggle because they are always applying band-aids.
Of course, at times it is a real Execution problem.

Real Execution problems include:
A) Funding constraints
B) Team skill gaps
C) Tool issues
D) Org structure
E) Process problems
F) External dependencies
G) Technical complexity
H) Coordination complexity
In the majority of cases though, what is initially expressed as an Execution problem isn't an Execution problem at all.

It's more convenient to point a finger at these Execution problems when the root cause is actually a Strategy / Interpersonal / Culture problem.
Read 17 tweets

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