I was recently talking with a CEO who was having trouble hiring and retaining good people. He was considering opening new locations and adding a few remote workers. His thinking? More people. My thinking? More problems. Guaranteed.
You have one chance. The pressure is on but you are ready to present your roadmap plans. And then the interruptions start. “Can you go back three slides to the features roadmap?” Click, click, click. “Where are the details for the partner portal?” Click, click, click. Your presentation has turned into a scavenger hunt as you try to find the right view.
“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 all right — 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.