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Shreyas Doshi Profile picture
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19 Oct, 5 tweets, 2 min read
On taming writer's block
Within an organization, a writing culture is about a lot more than process
Your organization’s writing culture is asymptotic to the attention & care it puts into reading what is written
There are two types of internal docs

Type 1: Reader optimized

Type 2: Writer optimized

Remember that not all your internal docs need to be Type 1.

Type 2 docs are actually very valuable & underrated.
How to write high stakes docs for consumption by execs and other busy people at your work:

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More from @shreyas

Shreyas Doshi Profile picture
3 Oct
Six ways to manage the fast pace & sheer busy-ness of a PM leader role:

1) Use your time better
2) Work more (than you do already)
3) Focus your team on fewer things
4) Delegate more to team, peers, boss
5) Fixate on Optics (not Execution/Impact)
6) Get *a lot* better at the job
Many senior PMs never escape #1-2

Some operate in #3-4

The politicians-as-PMs swear by #5

Very few internalize that #6 is by far their biggest lever

#6 improves the quality & impact of 1-5

#6 doesn't happen solely by doing 1-5 repeatedly

It requires proactive investment
Like any sensible investment, it isn't guaranteed to give you a 2X return the very next morning

That's why many senior PMs & leaders ignore it

They & their teams are on an exhausting, never-ending treadmill of #1-5

They are exhausted, but are no longer aware of the treadmill!!
Read 4 tweets
Shreyas Doshi Profile picture
2 Oct
Belated Aug 2021 content recap

(and a few recommendations to make up for my lateness)

Types of Product-Market Fit
7 high-value ideas & habits
Impact, Execution, Strategy, Market
Top 5 books for product leaders
Power of why
Product ≠ PM
and more....

Recommendations & recap 👇🏾
Follow @rorysutherland

Rory’s insights on consumer psychology, product positioning, marketing, advertising, and creativity are just brilliant. I try to consume every piece of content he creates.

For example, a large % of my saved podcasts are those with Rory as the guest:
Another person whose content I consume without fail is @shishirmehrotra (CEO at @coda_hq)

Anyone working on products or leading teams will learn a ton from Shishir. I certainly have.
Read 23 tweets
Shreyas Doshi Profile picture
2 Oct
Sep 2021 content recap:

Product team vs Optics team
PM/PMM/Sales roles in SaaS
1st law of B2B SaaS
The Curse of Brilliance
More engineers
True domain expertise & insight
Nuance on good strategy
Most important communication skill
PM Evaluation Framework
Product sense
and more

👇🏾
Are you on a Product team, or is it really an Optics team that just happens to be building products?
A succinct view of PM / PMM / Sales roles in product-led SaaS
Read 20 tweets
Shreyas Doshi Profile picture
27 Sep
It is almost Q4 and that means that annual planning will dominate the lives of many product managers & leaders over the next several weeks (or sadly, months).

Here is your annual reminder about doing annual planning effectively without the BS busy-work:
More resources for you below
A thread on product prioritization:
Read 11 tweets
Shreyas Doshi Profile picture
26 Sep
You might have heard people say:
“Amateurs talk strategy. Professionals talk logistics.”

People conclude from this that, to be a true professional, they should fixate on logistics/operations.

Such conclusions are flawed & can even be harmful.

The Curse of Brilliance, a thread:
Before we dive in, let’s look at another quote, commonly attributed to Picasso:

“When art critics get together they talk about Form & Structure & Meaning. When artists get together they talk about where you can buy cheap turpentine.”
Same thing here.

People hear this, get impressed, and conclude that, if you want to be great at something, you should ignore all the abstract crap and just focus on the tactics that The Great Ones employ.

I mean, who’s going to argue with Picasso, right?
Read 33 tweets
Shreyas Doshi Profile picture
21 Sep
Since time immemorial, when a CEO asks a PM at Product Review, “what do you need to 10X users/revenue?”, “what will make you go faster?”, etc the PM steadfastly responds “We need [N] more engineers”. The Eng Mgr nods approvingly.

A story thread, with some hard truths to swallow:
“More engineers” will usually *not* solve your problems. Because the real problem is often a strategy problem, culture problem, interpersonal problem, trust problem, creativity problem, or market problem. More engineers *will* solve your “I don’t have enough engineers” problem.
When you finally manage to get more eng headcount, things will usually get worse before they get better. Management will now expect your team’s *immediate* output to be in proportion with this *new* headcount, not with your *current* staffing. Not fair, but that’s how it goes.
Read 21 tweets

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