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Shreyas Doshi Profile picture
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7 Dec, 22 tweets, 4 min read
The 10 Commandments of Product Management:
1/
 Thou shall focus on The User.
2/
 Thou shall not optimize for product outputs. Thou shall optimize for business outcomes.
3/
 Thou shall not drop the name of the CEO in vain.
4/
 Thou shall remember to build high agency, embody deep care, exude optimism, practise kind candor, and aspire to low ego.
5/
 Thou shall honor that product management is part art, part science and aspire to be skillful in both.
6/
 Thou shall take the necessary time to understand the real problem before starting to solve it. Thou shall not confuse Execution problems with Strategy problems, Culture problems, or Interpersonal problems.
7/
 Thou shall put The User first, company next, team after that, and then thyself. Thou shall trust that this will lead to better long-term outcomes for thyself than any other ordering.
8/
 Thou shall build influence with thy communication: spoken, written, but above all, listening.
9/
 Thou shall first work hard to not fool thyself. Thou shall then work to not let thy team get fooled.
10/
 Thou shall not blindly follow any product commandments, rules, processes, templates including these 10 commandments. Thou shall consider thy current context as paramount.
Back to the top of this thread:
Related threads👇🏾
Why good prod mgmt matters
The essence of prod mgmt
Good PM / Great PM, probably my most significant contribution to the field of product management
High Agency
A mega-thread on principles, tactics, and mindset for clear thinking, so we don’t fool ourselves
The essence of PM leadership
PM Skills Map
Some principles for product work
(including several unorthodox ones)
Book recos by PM level

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More from @shreyas

Shreyas Doshi Profile picture
5 Dec
You (at a project status meeting):
Project ABC's status is Yellow
Need [X] more resources to get it back on track.

Your Manager’s Manager (YMM):
We need to zoom out first
I would like to see a doc [or slides] with our strategy, roadmap & resourcing requests for Project ABC.

👇🏾
You:
OK, I have to deal with Acme Inc this week but can get that to you by next Friday

YMM:
Hmm… we really need this sooner.
Can you share by Monday instead?

You: (🤔this must be important for YMM, so I should do what’s being asked)
OK, will do

👇🏾
[On Monday]

You: (📨in email to YMM, cc’ing your manager)

Dear YMM, here’s the document you requested in last week's status meeting. Please let me know your feedback. I am happy to meet and discuss this further so we can proceed with the revised plan for Project ABC.

👇🏾
Read 7 tweets
Shreyas Doshi Profile picture
4 Dec
A surprisingly high % of stupid arguments & fights on Twitter are rooted in a tiny number of fairly obvious fallacies.

Stupid arguments & the fallacies that feed them, a thread:
Fallacy 1/

Just because it’s true that all squares are rectangles, you argued that all rectangles must be squares. (And you did it with so much swagger.)
Example of Fallacy 1

X says: Successful people aren’t afraid of hard work.

Y argues: That’s BS. I work 90 hours a week at Tech Co and am still stuck in this dead-end job.
Read 16 tweets
Shreyas Doshi Profile picture
3 Dec
Most interview frameworks (and most work environments in general) tend to favor the verbally charismatic.

Verbal charisma is IME the #1 reason that otherwise-smart companies hire leaders who end up being quite incompetent on the job (and get fired in 6-18 months).
Since a bunch of folks asked about ways to identify such cases during the interview process, here's a thread with archetypes & concrete ways to detect each one:
Besides this, one skill I've tried to build over the years is to separate the message as much as possible from the messenger.

This helps me evaluate the quality of what is said (most important) independently from how it is said (fairly important) & who says it (least important).
Read 5 tweets
Shreyas Doshi Profile picture
3 Dec
This is well said.

Exceptional product people understand it and use it in their work.
Also +1 this framing
Relevant framework (with examples, including Amazon, Netflix, YouTube)
Read 5 tweets
Shreyas Doshi Profile picture
1 Dec
🗓️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
Read 26 tweets
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

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