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1 Dec, 26 tweets, 7 min read
🗓️Recap of Nov 2020 content

Includes:

-The CEO Test
-Understanding orgs
-Leadership & Tao Te Ching
-3 types of Prod Mgrs
-the product & The Product
-Upside-Downside framework
-Top 10 cognitive biases
-Gorilla Taxes & Startups
-What we need in Prod Mgmt
& much more....

Thread👇🏾
Compromising with conviction by using the CEO Test
Product/ Organize / Self-promote: a framework for understanding companies & orgs, and our role in them
Leadership lessons from Tao Te Ching
3 types of Product Managers
(per @sachinrekhi)
Important to understand the difference between the lowercase-p product & the uppercase-p Product
Upside-Downside decision framework
The top 10 cognitive biases that product people & teams should understand & monitor
The Gorilla Tax: what Startups need to understand about weaknesses of Megacorps
In Product Management, we need less of this & more of that
A large company's Director-level folks are key for ensuring inter-team collaboration & company-optimal efforts
Product folks should not forget this
A useful realization for a manager
The 𝑥-pattern Framework to understand the stage of companies & organizations (and what that might mean for you)
Not as highly correlated as people think
Questions for influencing without authority
Questions to ask about Strategy, Culture, and Execution as you get ready for the new year
To be a better learner, understand this
Important to be able to see between two extremes & operate in that space
Long-term, you want to be unconventional & often right
The mindset necessary for clear thinking
A one-tweet story of company strategy that is unfortunately very common
Be careful not to have a very narrow view of team roles
To access this & more Nov 2020 content:
twitter.com/search?q=min_f…
(link will keep you in the Twitter app)

Tip: you can also use @readwiseio to save this thread to your reading list

Happy reading!
❤️
Back to this top of this thread:
If you've reviewed most of this content, would you kindly take a survey? (just 1 required question & 2 optional)

It would help me immensely to get your feedback.

Head over to SurveyMonkey for a super-quick survey:
surveymonkey.com/r/SJ9KQQT

Thank you very much!

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More from @shreyas

Shreyas Doshi Profile picture
29 Nov
There comes a point in a company’s life when it becomes its own largest customer.

This is the crossover point in the 𝑥-pattern below.

Left side of 𝑥 is largely about Produce work. Right side largely Organize+Self-promote work.

Crossover is inevitable, but defer it if you can
Quick recap:

People do 3 types of work within companies.

Produce:
Creating artifacts to serve the company’s external stakeholders.

Organize:
Creating the necessary structures & processes for Produce work.

Self-promote:
Creating a proxy for their own competence & impact.
Startups are almost 100% about Produce work.

That’s why some people love working at startups.

Very large companies tend to require more Organize + Self-promote work from their PMs than Produce work.

Less than 20% Produce time is common for Group PMs in some large companies.
Read 5 tweets
Shreyas Doshi Profile picture
26 Nov
If you’re a Startup trying to compete with a Megacorp—the 800-pound Gorilla in the space—you need to understand the tax inherent to being a Gorilla

And then you need to make that tax work against the Gorilla—with your product's positioning & features

A thread on Gorilla taxes👇🏾
1/
 Collaboration Tax

Getting two or more product groups at a megacorp to collaborate on creating a seamless end user experience is the hardest problem in computer science.

(I am not joking)
Examples of Collaboration Tax:

Calendly exists because the Gmail team & Calendar team haven’t worked together on creating a more seamless experience for that use case.

Loom might succeed because the Gmail, Video, Meet teams at Google are probably too busy with their own goals.
Read 20 tweets
Shreyas Doshi Profile picture
23 Nov
Add these 10 biases to your product team's shared vocabulary

1–Confirmation Bias
2–Fundamental Attribution Error
3–Availability Heuristic
4–Plan Continuation Bias
5–Law of Triviality
6–Curse of Knowledge
7–Law of the Instrument
8–OutcomeBias
9–Bandwagon Effect
10–Bias Blind Spot
The benefits of deeply understanding these biases & creating psychological safety for surfacing them:
- Better product decisions
- Better execution
- Happier teams

Learn more about them here:
en.wikipedia.org/wiki/List_of_c…
Descriptions, along with product team-specific examples of each of these biases👇🏾
Read 13 tweets
Shreyas Doshi Profile picture
20 Nov
Questions on Strategy, Culture, and Execution that you & your product team know are important, but haven’t answered lately:

(and you might want to answer them as you get ready for 2021)
Strategy:

1. At what stage is our product?
[Explore, Expand, Extract, Exit]

2. What are our priority customer segments?

3. Should we mainly compete on Cost, Differentiation, or Segment focus?

4. What are our unique advantages and how can we leverage them more?
Culture:

1. Are we a High Agency team?

2. Do we treat each other fairly and communicate with kind candor? Do we value creativity?

3. How rigorous is our product decision process?

4. Is there an alpha personality on or outside our team that we are trying to please or appease?
Read 11 tweets
Shreyas Doshi Profile picture
19 Nov
People do 3 types of work within companies.

Produce:
Creating artifacts to serve the company’s external stakeholders.

Organize:
Creating the necessary structures & processes for Produce work.

Self-promote:
Creating a proxy for their own competence & impact.

A short tutorial👇🏾
Examples

Produce work: products, eng infra, sales deals, services, support, status updates,...

Organize work: internal processes, resource planning, status updates, re-orgs, hiring,...

Self-promote work: perf reviews, status updates, 1:1s with manager,...

Important tweet👇🏾
The 3 key sources of conflict within a company:

- Self-promote work disguised as Produce work or Organize work (Politics)

- Disagreement on relative priorities of Produce work (Strategy problem)

- Too much Organize work too little Produce work or vice versa (Execution problem)
Read 6 tweets
Shreyas Doshi Profile picture
16 Nov
Three types of Product Managers, per @sachinrekhi:
1) Builders
2) Tuners
3) Innovators

I really like this framework because it’s quite accurate without being too prescriptive.

The blog post:
sachinrekhi.com/3-types-of-pro…

My high-level thoughts👇🏾
Each of the "3 Senses of a PM" maps to a type preference:
Analytical sense → Tuner
Product sense → Innovator
Execution sense → Builder

(*preference* being the key word there—in practice, each type will benefit from each of the 3 senses)

As a reminder:
When looking for your next PM job, ask the Hiring Manager the primary type for the role.

2 benefits
-If HM doesn’t know about these types, they’ll learn something new from you
-If HM can’t articulate the primary type, it’s at least a yellow flag (eg. HM lacks clarity of thought)
Read 13 tweets

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