“Do not bring me problems. Bring me solutions.” I am sure you have heard this mantra at work before. In most cases, the thinking is that problems will only make the boss look bad. Well, something looks bad alright — the boss’s “do not bother me” attitude. So what do you do?
I have a passion for helping others succeed. It started with my father — he owns his own business and regularly puts in 12-hour days. Even more than his tireless work ethic, I admired his genuine desire to help others and treat people with respect.
“Clairvoyant Humanist and Life Consultant.” I got a LinkedIn request from someone with this “title” the other day. Well, I am no clairvoyant. But I can predict one thing. The offbeat title will raise eyebrows — as well as suspicion about this person’s level of professionalism.
Idea management can take on a life of its own. It’s tough to manage the inflow of customer ideas and feature requests. The work gets especially unwieldy when you are managing requests by the thousands. Some ideas can be implemented quickly, but for most, they need to be categorized for later consideration.
Crazy quotas. Anything to close a deal. Pushing customers no matter the cost. If you are a regular reader of this blog, you already know how I feel about the traditional approach to sales. Customers have changed, yet the selling process has not. But here is a surprise — I am about to come to the defense of salespeople everywhere.
Running around in circles. This is not an uncommon feeling for product managers. You have so many items on your To-do list and so many meetings to attend. You are doing important work — but it seems like you never have the time to stop and reflect on it. So let’s take a moment and stop.
How do you prioritize features? This is a common challenge for product managers. And for good reason — feature prioritization is an important and difficult part of the job. You want to keep the team focused on building what matters most, but that looks different for every product team. There is no obvious prioritization scoring methodology that will work perfectly for every company.
My first coach was my grandmother. Her work ethic inspired me to push hard to achieve my goals, from competitive swimming starting when I was 8 years old to putting myself through college. Over the years, I have been blessed to benefit from the guidance of many mentors. Even my husband and two small children are coaches in their own way, keeping me grounded and focused on the right priorities.
I spent an hour driving three miles. Welcome to Los Angeles — that was my commute. I was working as a product manager at an e-commerce company on the west side. Some call the area “Silicon Beach.” Most days it felt more like “Silicon Gridlock.” But there was something that eased the frustration.
Maybe it was in an email? No, wait. You wrote it down on a sticky note. Or was it captured in those meeting minutes? How much time have you spent trying to locate that certain feature or idea? One study uncovered that most professionals spend about 20 percent of the week just trying to gather information. With a product management search engine, you could spend that time propelling your product forward. Let me explain.
I was wary at first. My previous company gathered everyone for an all-hands meeting. This was several years back when I was working at a fast-growing software company. About 150 people crammed into a room that was meant for maybe 25. People were practically on top of each other. Disaster ahead?
“Increased social media followers by 4,000 percent. Boosted website traffic by 3,500 percent.” I see puffed up metrics like this all the time. Especially on resumes submitted by people applying for marketing roles. While I appreciate the instinct to show results, what do these eye-popping numbers really mean?