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Shreyas Doshi Profile picture
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16 May, 4 tweets, 2 min read
An approach to run working sessions

-Pre-read

-Set clear goals & agenda upfront

-Alternate betwn Quiet Time & Discussion Time twice/thrice in 1 hr

-People work on their own in Quiet Time (talking forbidden)

-Share the work in Discussion Time

-Repeat

If you use this for the right things, you'll accomplish a lot more than constant talking for 1 hr

Another thing:
Much of the business world's processes are highly optimized for extroverts. This approach creates a more balanced structure for introverts & extroverts to contribute.
Below is a concrete example of this working session approach, for pre-mortems. The @coda_hq template linked in this tweet provides the end-to-end structure for you to run such a working session.
Oh, and use timers⏲️

Visible timers are great for running working sessions & workshops. Done right, they create useful constraints & convey to people that you value their time.

Pre-COVID, I'd use a physical timer. You can find it on Amazon.

For virtual, type "timer" in Google.

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More from @shreyas

Shreyas Doshi Profile picture
10 May
Why do many modern teams & companies fail to achieve the clarity, progress, and results they so badly seek?

5 cognitive biases of modern organizations, a thread:
1/ Band-aids for Bullet Holes

Organizations tend to prefer sticking band-aids on serious bullet holes.

They do this due to 3 reasons:

- irrational optimism that the band-aid will work

- inability to diagnose the actual problem

- avoidance of the pain from fixing said problem
e.g.

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 & their teams struggle because they are always applying band-aids.
Read 21 tweets
Shreyas Doshi Profile picture
1 May
🗓️Recap of April 2021 content

Includes:
- A template for pre-mortems
- How product creativity dies
- False Positive Products
- Being more strategic
- B2B strategy primer
- Personal growth inhibitors
- Work stress
- Curated lists
- Internal roles
- Using logic
& much more....

👇🏾
A template that you can copy to run an effective (and fun) pre-mortem with your team for your upcoming launch (created via a collab with @coda_hq)
The hardest part of product creativity is not the ideation. It is the negotiation necessary to get the folks who are fixated on logic & math to appreciate the value of product creativity.
Read 23 tweets
Shreyas Doshi Profile picture
23 Apr
Product leader anti-patterns (and resulting problems)👇🏾
First, a quick recap:

3 types of product leaders
The Operator
The Craftsperson
The Visionary

Think of them as hats rather than types, if you wish.

Product leaders can (and do) wear multiple hats.

But most usually have a primary or preferred hat.

Ref:
Note: There is no "one right" type or hat. Context matters most here.

It's useful to know these anti-patterns so we can spot them in ourselves, in the leaders we might hire or manage, in the leaders we might work for.

Can't fix what we don't see.

With that, the anti-patterns👇🏾
Read 12 tweets
Shreyas Doshi Profile picture
19 Apr
Short thread on the strategy questions you need to answer for B2B products:

(a strategy primer in 10 tweets)
Your B2B product strategy must rigorously answer these 3 questions:

1) What customer segments are we targeting?

2) What differentiation will we create for them?

3) How will we reach these customers?
It really is that simple.

No fancy frameworks or data deluge necessary.

But the answers to these questions do require deep insight into the market, org dynamics, buyer psychology, customer goals, tech evolution, and lots of creativity.

Rigorous strategy is not easy.
Read 15 tweets
Shreyas Doshi Profile picture
10 Apr
Five epiphanies and questions to logically tackle problem situations in business and life:
Before we get started:
These are based on my personal experience. I had these epiphanies at different points during my 20s & 30s i.e. an eternity ago🙂

Back then I was proud of my logical thinking, so I used logic to convert them into questions to ask myself in these situations.
Situation:
When I am feeling offended

Epiphany:
Feeling offended is a “me” problem, not a “them” problem

Questions to ponder:
If their words can spark so much inner disarray & disturbance within me, is the power with me or with them?

The effect:
Acceptance→Growth
More control
Read 9 tweets
Shreyas Doshi Profile picture
6 Apr
Reason #17 why PM is different at Megacorps vs. Startups:

At a Megacorp, you want to avoid False Negative Products i.e. products you *should* have built, but did not.

At a Startup, you want to avoid False Positive Products i.e. products you should *not* have built, but you did.
Am I implying that PM at Megacorps is "worse" than PM at Startups?

Or that the Megacorps that try to avoid False Negative Products (FNPs) are wrong?

Or that Startups must move slower to avoid False Positive Products (FPPs)?

Not at all

There is no One Right Answer for everyone
When you are a Megacorp, it is smart & rational to avoid False Negative Products (FNP), particularly in an area which could be a meaningful threat to your core business further down the road.

Why?

The Upside-Downside framework answers that for us:
Read 7 tweets

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