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Shreyas Doshi Profile picture
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3 Apr, 25 tweets, 6 min read
🗓️Recap of March 2021 content

Includes:
Solve THE problem
3 types of product leaders
Levels of product work
Getting work done
“I don’t know”
Good people, bad managers
Customer segmentation
LinkedIn Envy
On communication
Important definitions
Life-changing books
& much more..

👇🏾
A story that often plays out when we are not rigorous enough about the importance of the customer problem our product solves
The 3 types / hats / modes of product leaders
An extremely important observation about product work
A thread on getting work done
“I don’t know” is fine
A basic, often overlooked reason for bad management: viewing team members as resources first rather than fellow human beings first
With a rigorous customer segmentation, your product strategy will often write itself
When making a career decision, check if “LinkedIn Envy” is influencing the decision
A thread on communication
Attempting to define stuff that truly matters
Books and pointers from books
Happy → Happier is an illusion
For clearer thinking, ask why and prioritize goals
Tips for product discovery
Why we don’t talk to customers enough and what to do about it
Product people should understand this
Math is important, it isn’t the only thing.
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/3WT2TFB
(takes <2 min)

Thank you very much
🙏🏾
Back to the top of this thread:
If you're looking for more reading material this weekend👇🏾
Feb 2021 threads
Jan 2021 threads
2020 threads
Most popular threads

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More from @shreyas

Shreyas Doshi Profile picture
30 Mar
We need to stop pretending that *all* product decisions require mathematical proof.

Trust me, it's fine to use instinct & creative insight for major product decisions.

And if you like moving fast, it's often required.

The trick is when to do it, who does it & how it gets done.
The perennial debate:

Is Product Mgmt art or science?
The personal question:

Where on this green curve should I be as a PM?
Read 17 tweets
Shreyas Doshi Profile picture
28 Mar
A B2B Product Management Story: on discovering problems that customers actually care about

Very visual story thread👇🏾 Image
Our story starts with a new product idea

PM diligently talks to customers about whether this product will solve their problems Image
Customers say yes! Image
Read 46 tweets
Shreyas Doshi Profile picture
26 Mar
3 types of product leaders:

1) The Operator

2) The Craftsperson

3) The Visionary

It is important for you as a startup founder or CEO, product manager, or a product leader to deeply understand these types, as you make decisions on whom to hire or whom to work for.

Thread👇🏾
First, why it is important that we understand these types:

- for startup founders: so you can hire the right type of product leader

- for PM leaders: for self-awareness & combating imposter syndrome

- for PMs: to pick right type of manager & plan your own leadership journey
~The Operator~

Excellent at: scaling teams, cross-org alignment, unblocking execution

Superpower: communication

Not excellent at: original product insight

Loves spending time with: peers & company execs

Early on: gets promoted on potential

Is often a PM talent magnet
Read 28 tweets
Shreyas Doshi Profile picture
20 Mar
George Bernard Shaw said:

“The single biggest problem with communication is the illusion that it has taken place”

Possibly the most important communication lesson, ever.
This lesson also can also teach us why the art of good listening is so vital for communication

Listening is the only aspect of communication that is fully in our control

So if we want to ensure that communication actually takes place, listening is a great place for us to start
A thread with examples of good/bad listening and ideas for learning the art of listening:
Read 14 tweets
Shreyas Doshi Profile picture
14 Mar
Why don’t we talk to customers enough?

It could be for one of many reasons.

But the root cause is worry.

Short thread on these worries
(and what to do about them)
👇🏾
We already have a product idea we love.

We worry it will get invalidated.
We already have a concrete project plan.

We worry it will get disrupted.
Read 16 tweets
Shreyas Doshi Profile picture
12 Mar
There are 3 levels to product work

(1) The Execution level

(2) The Impact level

(3) The Optics level

When an individual & their team are fixated on different levels, often there is conflict.

E.g.
PM is fixated on (2), Team on (1)
PM on (3), Team on (2)
PM on (2), Team on (3)
An example I see often:

PM fixated on Execution

Has to make compromises
(justified, execution is hard)

Is proud of upcoming launch
("I executed against major odds")

VP/CEO reviews it
(& is fixated on Impact)

Tells PM product not good enough

Launch is a no-go
(PM frustrated)
Okay, so what to do here?

The main bug here isn't that people are paying attention to different levels.

On a healthy team, you do need to balance attention at each level: a lot on Execution, quite a lot on Impact, and adequate attention on Optics too.
Read 8 tweets

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