George from 🕹prodmgmt.world Profile picture
May 22 13 tweets 2 min read Read on X
Technical PMs: Your coding background is killing your product vision presentations.

Not because technical skills aren't valuable.

But because you're stuck presenting architecture diagrams when you should be telling stories.

I made this mistake for 2 years. Here's what actually works 🧵
1/ The biggest trap for technical PMs:

Leading with HOW instead of WHY.

Your engineering brain wants to show the architecture.
Your product brain needs to show the possibility.

Changing this one thing transformed how my vision landed.
2/ Three principles that changed everything for me:

- Start with the world, not your product
- Use tension and resolution
- Make it human-centric

Let me break these down...
3/ Start with the world:

❌ "We're building a distributed cache layer..."

✅ "Imagine a world where developers never worry about data latency..."

See the difference? One sells features, the other sells dreams.
4/ Use tension and resolution:

- Show the gap between today and tomorrow
- Make the pain real
- Paint the relief vividly
5/ Make it human-centric:

- Replace features with outcomes
- Use real user stories
- Focus on transformation

The best PMs make tech feel human.
6/ The structure that actually works:

30s: Hook (surprising insight)
2m: Current landscape
3m: Future state
5m: Your bridge there
1m: Clear call to action

Save this template. It works every time.
7/ Before and After:

❌ "We're building a Redis cache for 40% better performance..."

✅ "Imagine deploying code knowing it'll run as fast in prod as on your laptop..."

One focuses on tech. One focuses on freedom.
8/ Advanced moves that doubled my success rate:

The Contrast Method (Made to Stick):
- Paint two vivid pictures side by side
- Today: "Developers spending 2hrs debugging deployments"
- Future: "Push to prod with complete confidence"

The Contrast Method works because it triggers loss aversion:
- People are 2x more motivated by avoiding pain than gaining pleasure
- Show them both futures, make them choose
- Keep it concrete, not abstract
9/ The Narrative Bridge (Duarte):
- Alternate between "what is" and "what could be"
- Build tension by showing the gap
- Each gap = opportunity for your solution

Why the Narrative Bridge works:
- Our brains are wired for contrast
- Creates emotional peaks and valleys
- Makes your solution feel inevitable vs forced
10/ The Pyramid Principle:
- Start with the answer
- Group supporting ideas (3 max)
- Drill down only when asked

The power of Pyramid thinking:
- Execs process top-down
- They want conclusion first
- Details = credibility, not selling points
Bonus tip: I combine all 3 in big vision presentations:
- Pyramid for structure
- Contrast for tension
- Bridge for flow
Your first 90 days of better vision storytelling:

- Practice in team meetings
- Collect user stories
- Build your insight bank
- Get brutal feedback
- Iterate relentlessly

Save this thread for when you need to inspire action 🎯

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More from @nurijanian

May 22
I've read Chris Voss's "Never Split the Difference" 4 times & whenever he comes up on Youtube I always lean in.

Not because I'm obsessed with hostage negotiation.

But because his FBI tactics transformed how I handle product management:

(warning: this will ruin how you see stakeholder management forever) 🧵Image
1/ Most PMs try to win arguments with data and logic.

But here's the truth: Even in tech, decisions are driven by emotions first, logic second.

FBI hostage negotiators know this. That's why they focus on emotional intelligence over rational arguments.
2/ The game-changing tactic: "How am I supposed to do that?"

When your stakeholders demand something, don't say no.

Ask: "How am I supposed to deliver this without compromising e.g. our other commitments?"

This shifts from confrontation to collaboration AND makes them think through the constraints.

Of course they might say “That’s not my problem”, in which case you
Read 12 tweets
May 21
Last month a user told me exactly what feature to build. I ignored them and our metrics jumped 32%.

Most PMs make this fatal mistake with user feedback that creates failed products.

A thread on what I learned after 7 years and countless product failures:
1/ The hard truth: what users request is rarely what they need.

I've watched brilliant PMs fail because they treated user feedback as direct requirements instead of signals pointing to deeper problems.

Your job isn't to build what users ask for. It's to solve the problems they actually have.
2/ Most PMs follow this broken process:

- collect feedback
- group similar requests
- prioritize by frequency
- implement top requests

This approach feels data-driven but actually creates bloated, confusing products that solve surface problems.
Read 15 tweets
May 20
I almost quit product management after being torn apart in a decision meeting:

"You need to pick - either we ship on time or we maintain quality. You can't have both."

What my VP didn't realize: this false dichotomy was destroying our team morale.

Here's the 5-minute framework that changed everything 🧵
1/ Most PMs get trapped in impossible trade-offs:

- Speed vs. quality
- Features vs. timeline
- Innovation vs. stability

We've been taught to "make the hard call" - but what if the premise itself is wrong?

After 100s of painful decisions, I discovered a better way.
2/ The conventional wisdom is broken:

"A good PM makes tough decisions quickly and sticks to them."

This creates rushed decisions based on false constraints.

The hard truth: The most courageous thing you can do is reject the premise of the question.
Read 16 tweets
May 20
Your customer said "Great idea!" and you felt good.

But 3 months and $50K later, they never used the feature.

If this sounds familiar, here's how to never get fooled by false positives in customer conversations again:

A thread on the "5-Minute Truth Technique" 🎯
1/ If a customer compliments your idea, they're probably lying.

Not because they're mean. Because they're nice.

They don't want to hurt your feelings.

So when they say "Cool idea!" what they really mean is "Please stop talking about your solution."
2/ The biggest mistake you can make is describing your solution first.

If you say "We're thinking of building X..."
You've already lost.

The customer will either:
- Be nice (useless feedback)
- Design by committee (dangerous feedback)
Read 15 tweets
May 19
Your OKRs keep failing because they're masquerading as strategy.

It's not about writing better OKRs - it's about having a strategy that makes OKRs worth writing.

After mentoring dozens of PMs through this exact challenge, here's the framework that actually works:
1/ First, let's understand what strategy isn't:

• A collection of targets
• A list of initiatives
• A set of KPIs

Strategy is a coherent set of choices about where to play and how to win.

Everything else - including OKRs - flows from these choices.
2/ The dangerous pattern I see in most product organizations:

Leadership: "We need 30% growth"
Teams: *scramble to break this down into quarterly OKRs*
Result: Fragmented efforts that don't compound

This isn't strategy - it's wishful thinking dressed up in methodology.
Read 15 tweets
May 19
product managers keep making this fatal mistake with technical debt: treating it as an engineering problem.

after watching dozens of products grind to a halt under invisible weight, i discovered a better approach.

here's the exact framework that changed everything:
1/ most pms get caught in this trap:

engineer: "we need to address technical debt"
pm: "not now, we have features to ship"

eventually:

- velocity grinds to a halt
- bugs multiply
- simple changes take weeks
- credibility erodes
2/ the hard truth:

technical debt is not an engineering problem.

it is a product strategy problem.

when engineers raise technical debt concerns, they're really saying: "our foundation cannot support what you want to build next"
Read 11 tweets

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