2) are attempts to frame lots of experience (e.g. based on the messy world I've seen, there are three categories of X)
And 3) pure teaching frameworks.
(1/n)
One is not better/worse, but they are different.
1. has been "tested" in context. That context is important
2. very much depends on the "observer", the collector of experiences. In some ways these are theoretical constructs.
3. needs the learning context outlined
(2/n)
Some of the most popular/helpful product blogposts of all time fit into the #2 cat. @reforge is incredible at this. They get product leaders together, and together write a post that presents a new model!
There's a hint of #3 in there as well.
The courses incorporate #1
(3/n)
@lennysan artfully supports a community that shares #1 stuff, and writes posts that combine #1 material into sort of "meta overviews" ... how a bunch of companies approach X.
To make sense of all the feedback, he offers #2 models as summaries.
(4/n)
@shreyas is a genius at #2 content ... pondering his whole career and synthesizing what he has learned into highly approachable and memorable models.
I'm guessing that in his super follower community he'll share more of the "juicy" experiences (#1)
The point here is that it is all useful. But it is important to know what you are dealing with!
For #1 content ... the stories are essential. Without them, you have nothing.
For #2, context about observer
For #3 ... context about learning goal
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What actual, specific, behaviors would we observe if someone was good at product thinking?
Specific enough that someone without a lot of tacit knowledge would be able to say “that’s happening”.
some off hand
1/n
Better Proxies for Value. We'd observe them challenge a "success metric" and ask if there was a better proxy for actual value exchange. Fewer overt vanity metrics (or at a minimum, leading indicators mapped to trailing indicators)
2/n
Consider multiple options. We'd observe them weighing a range of options to achieve the same effect (vs. simply prioritizing a list). "Well... some potential experiments might include..."
1) SME (e.g. healthcare, EMR)
and/or 2) deep persona expertise (e.g. nurses in large hospitals)
and/or 3) strong skills in a key PM skill area (e.g. analytics)
How about certifications (1/n)
IMHO, certifications can help in one of two situations:
1. A company with no product chops using something like "CSPO" to fill tons of newly opened positions because of an "agile transformation"
2. A signal you're serious...
#2 is interesting ... (2/n)
"As an SDR, I started to see how important it was to nail the product. I started to read everything I could. I took free courses. I paid for a product manager course"
something I've learned, and re-learned over and over -- at @Amplitude_HQ especially talking to so many teams.
It is vital -- absolutely vital -- to understand your product in the *broader landscape* of a customers workplace.
Why? 1/n
...when talking to a customer about your product, you will always trigger the instinct for them to be helpful and provide information about YOUR product. Which is good...
...but also a challenge.
The reality is that your product is a tiny part of their world. 2/n
"What problems are you having?"
Customer: "Um, well, [some task related to your product]"
(remembering to focus on goals)
"Oh no, what is your GOAL?"
Customer: "Um, well, [some goal related to your product]"
All good, except, again, this is a tiny part of their world. 3/n
when you've found your team prematurely converging -- jumping to specifics too early -- what were some contributing factors?
...this is a weird one, but often it seems to happen when the bulk of the team is tied up with something, and a smaller group -- e.g. designer and PM -- are under pressure to "tee up" the next thing
...when the team lacks psychological safety? people just want to get it over with, so they just go with whatever seems like a reasonable deal to make the need to collaborate go away