🎺 Big news: I've just opened up applications for a second cohort of my Product Management Fundamentals course. This is the course I wish I had when I was starting out as a PM. Spots are limited, so apply now 👇👇👇 productmanagementfundamentals.com
1/ The course is part-time (evenings PST), and fits into a busy PM schedule. After the last course, I heard from dozens of students who credit the course with helping them get a promotion, land a better gig, or simply become more confident in themselves.
2/ This course is targeted at new PMs (<2 years experience), and will run 11/29-12/17. It'll include live lectures, group breakouts, practical assignments, amazing guest speakers, and a few surprises. I took all the feedback from the first cohort and made this cohort even better.
3/ This will be active learning alongside peers, not passive lecture watching.
Topics we'll cover:
✅ Leveling up your strategic thinking and vision
✅ Strengthening your written and verbal communication
✅ Collaborating and influencing your peers more effectively
✅ Mastering the art of shipping on time while keeping your team happy
✅ Gaining confidence as a PM
✅ Leveraging user research, metrics, and stakeholders to prioritize
✅ Leveraging the Minto Pyramid to delivering better presentations
and much more
4/ In addition to myself and a host of amazing guest speakers, you'll also have @AustinRamsland and a team of senior PM coaches, plus a community of students in the same place in their career, supporting you throughout the course.
5/ You'll leave this course a more confident and resilient PM, armed with a toolkit of actionable advice, strategies, frameworks, case studies, and templates you can immediately put into action.
6/ Learn more and apply here 👇👇👇
Pro tip: Ask your manager if you can expense this to your learning and development budget. maven.com/lenny/product-…
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I've been told I undersell the Slack community that you get access to as a paid newsletter subscriber, so here's the sell: For $150/year, get access to a thriving community of 5,000+ PMs, founders, growth leaders, and all manner of product builders. More in thread 🧵
The community that's formed around the newsletter is probably the thing I'm most proud of in all of the time I've been working on the newsletter. It's mind-boggling how much value is created when you bring smart, driven, generous people together.
Finding yourself having to often say no—to your manager, your CEO, your team? Worried about becoming the "no" person?
In this week's post, I share five techniques for saying no effectively. Summary in thread below 🧵 lennysnewsletter.com/p/saying-no
1/ First of all, as a leader on the team (and company), it’s actually OK to be the “no” person. It’s literally your job to create focus and stability for your team and company. I bet your leader (mostly) appreciates you for it, even if it doesn’t feel good.
2/ Still, there’s certainly a skill to saying no, especially when you have to do it often.
Whenever I reflect on a question like this, I flip the script and imagine I’m the other person. As a manager, how would I want my report to deal with my many brilliant ideas I suggest?
The 10 commandments of salary negotiation, by @mediumsizecats
👇 Read on 👇
1/ Negotiation starts earlier than you think
Every recruiter worth their salt will ask about your salary expectations when you first start interviewing. Do not — I repeat, do not — give them a number.
What to do instead: Ask for the range they’re budgeted for the role.
How to say it: “Can you tell me the salary band for this level? Happy to let you know if it’s within my range, and we can discuss specific numbers later when I’ve met the team.”