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Growing your product influence
by becoming the best product leader you can be
@shreyas
© 2018 Shreyas Doshi
© 2018 Shreyas Doshi
My PM Journey
© 2018 Shreyas Doshi
© 2018 Shreyas Doshi
The question I get most often
from Product Managers
© 2018 Shreyas Doshi
“How can I get to manage
Product Managers?”
© 2018 Shreyas Doshi
Let’s first reframe this
question
© 2018 Shreyas Doshi
“How can I get to manage
Product Managers?”
“How do I become an effective
product leader?”
Do the ver...
© 2018 Shreyas Doshi
This presentation:
Understand the principles and
frameworks that’ll guide your
growth as a product le...
© 2018 Shreyas Doshi
Observation:
Most PMs don’t understand
what it takes to grow as a PM
leader (and to get recognized
fo...
© 2018 Shreyas Doshi
Let’s solve that… right now
© 2018 Shreyas Doshi
1. Understand success drivers
2. Focus on the right priorities
3. Pick the right manager
You’ll need ...
© 2018 Shreyas Doshi
1. Understand success drivers
2. Focus on the right priorities
3. Pick the right manager
© 2018 Shreyas Doshi
Impact
Competence
Potential
3 prerequisites
© 2018 Shreyas Doshi
Impact → Past
Competence → Present
Potential → Future
3 prerequisites
© 2018 Shreyas Doshi
Situations that often confuse
us as PMs
© 2018 Shreyas Doshi
Situation 1
I have the credentials. My
PRDs are thorough. I’m usually the
smartest PM in the room.
I’...
© 2018 Shreyas Doshi
You need to be at the right level
on the PM ladder to be a
contender.
© 2018 Shreyas Doshi
The PM scope & impact matrix
Unique
Impact
Scope
Small Medium Large
Low
High
© 2018 Shreyas Doshi
The PM scope & impact matrix
Unique
Impact
Scope
Small Medium Large
Low
High
APM
PM 1
PM 2
PM 3 / Sr....
© 2018 Shreyas Doshi
The PM scope & impact matrix
Unique
Impact
Scope
Small Medium Large
Low
High
APM
PM 1
PM 2
PM 3 / Sr....
© 2018 Shreyas Doshi
The PM scope & impact matrix
Unique
Impact
Scope
Small Medium Large
Low
High
APM
PM 1
PM 2
PM 3 / Sr....
© 2018 Shreyas Doshi
Situation 2
BOB ALICE
3 years with company
6 years as PM
Positives:
Works hard
Projects run well
Team...
© 2018 Shreyas Doshi
Bob’s situation is so common,
it’s wise to name it:
The PM Career Treadmill
© 2018 Shreyas Doshi
To escape the PM Career
Treadmill, we need to
understand
The 3 Essential Senses of a
PM
© 2018 Shreyas Doshi
The 3 essential senses of a PM
Product
Analytical
Execution
© 2018 Shreyas Doshi
The ability to usually make
correct product decisions,
even in the presence of major
ambiguity
Produc...
© 2018 Shreyas Doshi
…Both macro-level
(“will this product work?”)
and micro-level
(“what is the right label for this butt...
© 2018 Shreyas Doshi
The ability to frame the right
questions, evaluate multiple facets
of a problem, derive solutions, an...
© 2018 Shreyas Doshi
…Based on available data (and
anecdotes)
Analytical Sense
© 2018 Shreyas Doshi
The ability to align people
towards a particular objective
and orchestrate complex
projects
Execution...
© 2018 Shreyas Doshi
…While exercising creativity,
empathy, and persuasiveness,
in addition to superb
organization abiliti...
© 2018 Shreyas Doshi
Now we can answer why Alice
has risen so fast while her
peers are stuck on the PM
Career Treadmill
© 2018 Shreyas Doshi
Alice is a 10-30-50 PM
© 2018 Shreyas Doshi
A 10-30-50 PM
Top 10%
Product Sense
© 2018 Shreyas Doshi
A 10-30-50 PM
Top 30%
Execution Sense
© 2018 Shreyas Doshi
A 10-30-50 PM
Top 50%
Analytical Sense
© 2018 Shreyas Doshi
A 10-30-50 PM
Top 10%
Product Sense
Top 30%
Execution Sense
Top 50%
Analytical Sense
© 2018 Shreyas Doshi
The actual order doesn’t
matter much, as long as
you’re top 10% in one of the
senses, top 30% in anot...
© 2018 Shreyas Doshi
Becoming a 10-30-50 PM is
the surest path to PM
leadership
And will also place you in the top 10% com...
© 2018 Shreyas Doshi
Corollary: Once you are a
10-30-50 PM it’ll be very hard
to stay in an IC role
© 2018 Shreyas Doshi
Observation: Rarely does a PM
start out as a 10-30-50 PM
© 2018 Shreyas Doshi
The PMs who become
10-30-50 PMs consistently
break a popular rule of career
management
© 2018 Shreyas Doshi
Focus on your growing your
strengths. Don’t worry about
fixing your weaknesses.
Popular rule of career...
© 2018 Shreyas Doshi
Focus on your growing your
strengths. Don’t worry about
fixing your weaknesses.
Popular rule of career...
© 2018 Shreyas Doshi
As an IC PM, you must
identify and address your
weaknesses. AND work on
growing your strengths.
This ...
© 2018 Shreyas Doshi
As a PM, you’ll have a “default
sense”—that’s where you
should strive to be within the
top 10%
© 2018 Shreyas Doshi
And then, work towards
improving the other 2 senses
© 2018 Shreyas Doshi
But how to do this?
© 2018 Shreyas Doshi
No substitute for experience.
Seek out projects and
assignments that exercise
your non-default senses
© 2018 Shreyas Doshi
Now, let’s talk about
The Product Sense
Advantage
© 2018 Shreyas Doshi
Deciding to invest in your
Product Sense is among the
highest ROI decisions you’ll
make in your career
© 2018 Shreyas Doshi
Empathy
The Key Elements of Product Sense
Domain knowledge Creativity
(Customers, Competition, Techno...
© 2018 Shreyas Doshi
Empathy
The Key Elements of Product Sense
Domain knowledge Creativity
(Customers, Competition, Techno...
© 2018 Shreyas Doshi
Empathy
The Key Elements of Product Sense
Domain knowledge Creativity
(Customers, Competition, Techno...
© 2018 Shreyas Doshi
Empathy
The Key Elements of Product Sense
Domain knowledge Creativity
(Customers, Competition, Techno...
© 2018 Shreyas Doshi
1. Understand success drivers
2. Focus on the right priorities
3. Pick the right manager
© 2018 Shreyas Doshi
1. The right product
2. Mentoring PMs
3. Improving the PM function
4. Getting mentored
Allocate your ...
© 2018 Shreyas Doshi
Work on your company’s
“priority products”
tactic
© 2018 Shreyas Doshi
Corollary: You can seldom go
wrong by working on the
company’s core business
© 2018 Shreyas Doshi
Core:
has achieved product-market
fit, is (ideally) growing like
bonkers, contributes
significantly to ...
© 2018 Shreyas Doshi
Run towards trouble
Take on the hard, existential projects for the company
tactic
© 2018 Shreyas Doshi
Stop asking “whom can I
manage?”
© 2018 Shreyas Doshi
Ask “whom can I mentor?”
© 2018 Shreyas Doshi
Being an effective PM mentor
is a prerequisite for being
considered for PM
management
Helps you check...
© 2018 Shreyas Doshi
Get your mentees to write a
review during your
performance cycle
tactic
© 2018 Shreyas Doshi
Take ownership of a key PM
team horizontal
tactic
© 2018 Shreyas Doshi
Don’t have horizontals at your
company?
© 2018 Shreyas Doshi
Creating horizontals is a
horizontal
tactic
© 2018 Shreyas Doshi
You can’t be the best at
everything, but you can
always be the best at getting
people’s help
© 2018 Shreyas Doshi
Get mentored by 1-2 of your
manager’s peers (they will
also be participating in your
promotion decisi...
© 2018 Shreyas Doshi
Treat your company’s
performance cycle just like
you would a project. Identify
fatal flaws before the
...
© 2018 Shreyas Doshi
Don’t rely on the official
performance review cycles.
Get continuous feedback.
tactic
© 2018 Shreyas Doshi
The feedback hack: just create
your own feedback cycle.
Send peers a feedback form.
You can just crea...
© 2018 Shreyas Doshi
Get an executive coach,
create your own Board of
Directors, ….
tactic
© 2018 Shreyas Doshi
1. Understand success drivers
2. Focus on the right priorities
3. Pick the right manager
© 2018 Shreyas Doshi
1. Has built credibility within
the org
2. Understands the difficult
parts of your job
3. Cares about ...
© 2018 Shreyas Doshi
Make your manager
accountable for your growth.
Jointly create a career
roadmap.
tactic
© 2018 Shreyas Doshi
You’ve made it to PM
management.
Congrats!
© 2018 Shreyas Doshi
Winning was easy, young man.
Governing’s harder.
— George Washington to Alexander Hamilton
in Hamilto...
© 2018 Shreyas Doshi
The question I get more often
from PM Managers
© 2018 Shreyas Doshi
“How can I become a VP
Product?”
© 2018 Shreyas Doshi
Let’s reframe this question
too
© 2018 Shreyas Doshi
“How can I become a VP
Product?”
“How do I become the best
product leader possible?”
© 2018 Shreyas Doshi
While that’s a vast topic by
itself, I’ll leave you with a few
principles and frameworks
I’ve found u...
© 2018 Shreyas Doshi
Observation:
Most PM Managers take
several years to understand
their core job
(and their managers mig...
© 2018 Shreyas Doshi
1. Strategy
2. Prioritization
3. Editing
4. Execution
5. Coaching
The 5 core PM leadership
responsibi...
© 2018 Shreyas Doshi
Strategy
This is how our products need to
integrate to meet our customers’ needs
and to beat competit...
© 2018 Shreyas Doshi
Prioritization
These are the top 3 Q4
priorities for our org. They are based
on company priority Y an...
© 2018 Shreyas Doshi
Editing
How does this UX achieve the
user’s goals? What are the user’s
primary goals? What alternativ...
© 2018 Shreyas Doshi
Execution
My team is focused on
priority Z right now. We need
support from the Data Science team
unti...
© 2018 Shreyas Doshi
Coaching Thanks for the lucid
presentation on Messaging v2. We
got the outcome we wanted, however
the...
© 2018 Shreyas Doshi
The hardest adjustment for
new PM managers is making
the switch from Creating
products to Editing pro...
© 2018 Shreyas Doshi
And until you figure this out,
your PMs are going to be
frustrated
© 2018 Shreyas Doshi
Listen → ask Questions →
re-frame Problem →
explore Alternatives →
Direct or Delegate decision
A fram...
© 2018 Shreyas Doshi
Listen → ask Questions →
re-frame Problem →
explore Alternatives →
Direct or Delegate decision
A fram...
© 2018 Shreyas Doshi
It’s important to establish
clarity with your directs on
the decisions they can make
on their own and...
© 2018 Shreyas Doshi
The PM delegation 3x2
impact
to
business
their confidence
Low Moderate High
Low
High
© 2018 Shreyas Doshi
The PM delegation 3x2
impact
to
business
their confidence
Low Moderate High
Low
High
3
6
2
5
1
4
© 2018 Shreyas Doshi
The PM delegation 3x2
impact
to
business
their confidence
Low Moderate High
Low
High
3
6
2
5
1
4
Alwa...
© 2018 Shreyas Doshi
The second hardest
adjustment for new PM leads
is managing their time
You’ll often have your own “IC ...
© 2018 Shreyas Doshi
At any given time, execute
flawlessly on:
3 things as an individual
5 things as a team
7 things as a c...
© 2018 Shreyas Doshi
In conclusion
© 2018 Shreyas Doshi
“Manager”: a label others
have to give you
“Leader”: a label you can
assign to yourself
#1
© 2018 Shreyas Doshi
Work hard to become a
10-30-50 PM
#2
© 2018 Shreyas Doshi
Improving your Product
Sense is the the single-most
important thing you can do
for your PM career
#3
© 2018 Shreyas Doshi
Stuck on the PM Career
Treadmill? There’s still a path
out of it.
#4
© 2018 Shreyas Doshi
The only enemy lies within
© 2018 Shreyas Doshi
Be intentional about the
products you choose to work on.
Consider working on your
company’s core busi...
© 2018 Shreyas Doshi
Pick a manager who
understands the hard parts of
your job and cares about your
growth & well-being
#6
© 2018 Shreyas Doshi
Get excellent mentors who
complement your strengths.
Ask them for complete candor.
#7
© 2018 Shreyas Doshi
Strive to be an excellent
mentor for other PMs
#8
© 2018 Shreyas Doshi
Take up horizontals that
improve the PM team and the
org in general
#9
© 2018 Shreyas Doshi
Treat your growth as a PM
leader like you would any
project
#10
© 2018 Shreyas Doshi
Once you have the job
© 2018 Shreyas Doshi
Understand what the job
really entails:
Strategy, Prioritization,
Editing, Execution, Coaching
#11
© 2018 Shreyas Doshi
Get really good at listening.
Learn delegation.
Improve your time
management skills.
#12
© 2018 Shreyas Doshi
Grow your management sense
and strategic sense
#13
© 2018 Shreyas Doshi
Become a student of
frameworks that’ll make you
more effective
#14
© 2018 Shreyas Doshi
Coach others on these
frameworks
#15
© 2018 Shreyas Doshi
Congrats. You now know what
took me many years to learn.
© 2018 Shreyas Doshi
I hope you grow to become the
best product leader you can
be.
© 2018 Shreyas Doshi
Thank you for being here.
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Becoming an Effective Product Management (PM) Leader—by Shreyas Doshi

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In this presentation, Shreyas Doshi draws upon his product management leadership experience (at Yahoo!, Google, Twitter, and Stripe) to clarify what PM leadership is, how PMs should approach their career, the essential senses that every PM should develop, what a "10-30-50 PM" is, how PMs can step off the "PM Career Treadmill", how PMs should pick the products they work on, what characteristics they should look for in a manager, etc. Instead of just sharing tactics, Shreyas shares frameworks and principles that will improve your chances of getting a PM leadership job and, once you have the job, will make you an effective PM leader.

Veröffentlicht in: Leadership & Management
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  • Hope you enjoyed these slides. If you're looking for more content, you can also view the video of my talk (at Products That Count in SF, Oct 2018) here: http://vimeo.com/297832206
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Becoming an Effective Product Management (PM) Leader—by Shreyas Doshi

  1. 1. Growing your product influence by becoming the best product leader you can be @shreyas © 2018 Shreyas Doshi
  2. 2. © 2018 Shreyas Doshi My PM Journey © 2018 Shreyas Doshi
  3. 3. © 2018 Shreyas Doshi The question I get most often from Product Managers
  4. 4. © 2018 Shreyas Doshi “How can I get to manage Product Managers?”
  5. 5. © 2018 Shreyas Doshi Let’s first reframe this question
  6. 6. © 2018 Shreyas Doshi “How can I get to manage Product Managers?” “How do I become an effective product leader?” Do the verb and the noun will follow
  7. 7. © 2018 Shreyas Doshi This presentation: Understand the principles and frameworks that’ll guide your growth as a product leader
  8. 8. © 2018 Shreyas Doshi Observation: Most PMs don’t understand what it takes to grow as a PM leader (and to get recognized for it)
  9. 9. © 2018 Shreyas Doshi Let’s solve that… right now
  10. 10. © 2018 Shreyas Doshi 1. Understand success drivers 2. Focus on the right priorities 3. Pick the right manager You’ll need to
  11. 11. © 2018 Shreyas Doshi 1. Understand success drivers 2. Focus on the right priorities 3. Pick the right manager
  12. 12. © 2018 Shreyas Doshi Impact Competence Potential 3 prerequisites
  13. 13. © 2018 Shreyas Doshi Impact → Past Competence → Present Potential → Future 3 prerequisites
  14. 14. © 2018 Shreyas Doshi Situations that often confuse us as PMs
  15. 15. © 2018 Shreyas Doshi Situation 1 I have the credentials. My PRDs are thorough. I’m usually the smartest PM in the room. I’m ready to manage PMs. What should I do? RESUME 3 years as a PM Strengths: Strategic thinking Impeccable communication skills Creativity Education: Stanford MBA, Cornell engineering
  16. 16. © 2018 Shreyas Doshi You need to be at the right level on the PM ladder to be a contender.
  17. 17. © 2018 Shreyas Doshi The PM scope & impact matrix Unique Impact Scope Small Medium Large Low High
  18. 18. © 2018 Shreyas Doshi The PM scope & impact matrix Unique Impact Scope Small Medium Large Low High APM PM 1 PM 2 PM 3 / Sr. PM Sr. PM GPM / Director
  19. 19. © 2018 Shreyas Doshi The PM scope & impact matrix Unique Impact Scope Small Medium Large Low High APM PM 1 PM 2 PM 3 / Sr. PM Sr. PM GPM / Director
  20. 20. © 2018 Shreyas Doshi The PM scope & impact matrix Unique Impact Scope Small Medium Large Low High APM PM 1 PM 2 PM 3 / Sr. PM Sr. PM GPM / Director You need to reach here before being considered for PM management
  21. 21. © 2018 Shreyas Doshi Situation 2 BOB ALICE 3 years with company 6 years as PM Positives: Works hard Projects run well Team loves him Taking on more scope Joined company last year PM for 3 years At same level as Bob Recently promoted to PM management I don’t get it. Why did Alice get the promotion?
  22. 22. © 2018 Shreyas Doshi Bob’s situation is so common, it’s wise to name it: The PM Career Treadmill
  23. 23. © 2018 Shreyas Doshi To escape the PM Career Treadmill, we need to understand The 3 Essential Senses of a PM
  24. 24. © 2018 Shreyas Doshi The 3 essential senses of a PM Product Analytical Execution
  25. 25. © 2018 Shreyas Doshi The ability to usually make correct product decisions, even in the presence of major ambiguity Product Sense
  26. 26. © 2018 Shreyas Doshi …Both macro-level (“will this product work?”) and micro-level (“what is the right label for this button?”) Product Sense
  27. 27. © 2018 Shreyas Doshi The ability to frame the right questions, evaluate multiple facets of a problem, derive solutions, and simulate possible outcomes Analytical Sense
  28. 28. © 2018 Shreyas Doshi …Based on available data (and anecdotes) Analytical Sense
  29. 29. © 2018 Shreyas Doshi The ability to align people towards a particular objective and orchestrate complex projects Execution Sense
  30. 30. © 2018 Shreyas Doshi …While exercising creativity, empathy, and persuasiveness, in addition to superb organization abilities Execution Sense
  31. 31. © 2018 Shreyas Doshi Now we can answer why Alice has risen so fast while her peers are stuck on the PM Career Treadmill
  32. 32. © 2018 Shreyas Doshi Alice is a 10-30-50 PM
  33. 33. © 2018 Shreyas Doshi A 10-30-50 PM Top 10% Product Sense
  34. 34. © 2018 Shreyas Doshi A 10-30-50 PM Top 30% Execution Sense
  35. 35. © 2018 Shreyas Doshi A 10-30-50 PM Top 50% Analytical Sense
  36. 36. © 2018 Shreyas Doshi A 10-30-50 PM Top 10% Product Sense Top 30% Execution Sense Top 50% Analytical Sense
  37. 37. © 2018 Shreyas Doshi The actual order doesn’t matter much, as long as you’re top 10% in one of the senses, top 30% in another, and top 50% in the third
  38. 38. © 2018 Shreyas Doshi Becoming a 10-30-50 PM is the surest path to PM leadership And will also place you in the top 10% compensation band across PMs of all levels — an advantage you can hold through the rest of your PM career
  39. 39. © 2018 Shreyas Doshi Corollary: Once you are a 10-30-50 PM it’ll be very hard to stay in an IC role
  40. 40. © 2018 Shreyas Doshi Observation: Rarely does a PM start out as a 10-30-50 PM
  41. 41. © 2018 Shreyas Doshi The PMs who become 10-30-50 PMs consistently break a popular rule of career management
  42. 42. © 2018 Shreyas Doshi Focus on your growing your strengths. Don’t worry about fixing your weaknesses. Popular rule of career management
  43. 43. © 2018 Shreyas Doshi Focus on your growing your strengths. Don’t worry about fixing your weaknesses. Popular rule of career management Not for PMs!
  44. 44. © 2018 Shreyas Doshi As an IC PM, you must identify and address your weaknesses. AND work on growing your strengths. This is essential for checking the “Competence” box
  45. 45. © 2018 Shreyas Doshi As a PM, you’ll have a “default sense”—that’s where you should strive to be within the top 10%
  46. 46. © 2018 Shreyas Doshi And then, work towards improving the other 2 senses
  47. 47. © 2018 Shreyas Doshi But how to do this?
  48. 48. © 2018 Shreyas Doshi No substitute for experience. Seek out projects and assignments that exercise your non-default senses
  49. 49. © 2018 Shreyas Doshi Now, let’s talk about The Product Sense Advantage
  50. 50. © 2018 Shreyas Doshi Deciding to invest in your Product Sense is among the highest ROI decisions you’ll make in your career
  51. 51. © 2018 Shreyas Doshi Empathy The Key Elements of Product Sense Domain knowledge Creativity (Customers, Competition, Technology..)
  52. 52. © 2018 Shreyas Doshi Empathy The Key Elements of Product Sense Domain knowledge Creativity (Customers, Competition, Technology..) This is how the user is likely to react
  53. 53. © 2018 Shreyas Doshi Empathy The Key Elements of Product Sense Domain knowledge Creativity (Customers, Competition, Technology..) This is how the user is likely to react This approach gives us an advantage over them
  54. 54. © 2018 Shreyas Doshi Empathy The Key Elements of Product Sense Domain knowledge Creativity (Customers, Competition, Technology..) This is how the user is likely to react This approach gives us an advantage over them Here’s a novel solution to this hard usability problem
  55. 55. © 2018 Shreyas Doshi 1. Understand success drivers 2. Focus on the right priorities 3. Pick the right manager
  56. 56. © 2018 Shreyas Doshi 1. The right product 2. Mentoring PMs 3. Improving the PM function 4. Getting mentored Allocate your time towards
  57. 57. © 2018 Shreyas Doshi Work on your company’s “priority products” tactic
  58. 58. © 2018 Shreyas Doshi Corollary: You can seldom go wrong by working on the company’s core business
  59. 59. © 2018 Shreyas Doshi Core: has achieved product-market fit, is (ideally) growing like bonkers, contributes significantly to the company’s top 3 metrics This is typically a reliable way to check the “Impact” box
  60. 60. © 2018 Shreyas Doshi Run towards trouble Take on the hard, existential projects for the company tactic
  61. 61. © 2018 Shreyas Doshi Stop asking “whom can I manage?”
  62. 62. © 2018 Shreyas Doshi Ask “whom can I mentor?”
  63. 63. © 2018 Shreyas Doshi Being an effective PM mentor is a prerequisite for being considered for PM management Helps you check the “Potential” box as a leader
  64. 64. © 2018 Shreyas Doshi Get your mentees to write a review during your performance cycle tactic
  65. 65. © 2018 Shreyas Doshi Take ownership of a key PM team horizontal tactic
  66. 66. © 2018 Shreyas Doshi Don’t have horizontals at your company?
  67. 67. © 2018 Shreyas Doshi Creating horizontals is a horizontal tactic
  68. 68. © 2018 Shreyas Doshi You can’t be the best at everything, but you can always be the best at getting people’s help
  69. 69. © 2018 Shreyas Doshi Get mentored by 1-2 of your manager’s peers (they will also be participating in your promotion decision) tactic
  70. 70. © 2018 Shreyas Doshi Treat your company’s performance cycle just like you would a project. Identify fatal flaws before the promotion committee does (and fix them) tactic
  71. 71. © 2018 Shreyas Doshi Don’t rely on the official performance review cycles. Get continuous feedback. tactic
  72. 72. © 2018 Shreyas Doshi The feedback hack: just create your own feedback cycle. Send peers a feedback form. You can just create it in Google Forms. tactic
  73. 73. © 2018 Shreyas Doshi Get an executive coach, create your own Board of Directors, …. tactic
  74. 74. © 2018 Shreyas Doshi 1. Understand success drivers 2. Focus on the right priorities 3. Pick the right manager
  75. 75. © 2018 Shreyas Doshi 1. Has built credibility within the org 2. Understands the difficult parts of your job 3. Cares about your growth (and well-being) 4. Isn’t insecure (when you can) Pick a manager who
  76. 76. © 2018 Shreyas Doshi Make your manager accountable for your growth. Jointly create a career roadmap. tactic
  77. 77. © 2018 Shreyas Doshi You’ve made it to PM management. Congrats!
  78. 78. © 2018 Shreyas Doshi Winning was easy, young man. Governing’s harder. — George Washington to Alexander Hamilton in Hamilton: An American Musical
  79. 79. © 2018 Shreyas Doshi The question I get more often from PM Managers
  80. 80. © 2018 Shreyas Doshi “How can I become a VP Product?”
  81. 81. © 2018 Shreyas Doshi Let’s reframe this question too
  82. 82. © 2018 Shreyas Doshi “How can I become a VP Product?” “How do I become the best product leader possible?”
  83. 83. © 2018 Shreyas Doshi While that’s a vast topic by itself, I’ll leave you with a few principles and frameworks I’ve found useful
  84. 84. © 2018 Shreyas Doshi Observation: Most PM Managers take several years to understand their core job (and their managers might not understand it either)
  85. 85. © 2018 Shreyas Doshi 1. Strategy 2. Prioritization 3. Editing 4. Execution 5. Coaching The 5 core PM leadership responsibilities
  86. 86. © 2018 Shreyas Doshi Strategy This is how our products need to integrate to meet our customers’ needs and to beat competitor X Messaging Video Notifications Creator tools Ranking …..
  87. 87. © 2018 Shreyas Doshi Prioritization These are the top 3 Q4 priorities for our org. They are based on company priority Y and the need to support major initiative X on another team. 1. …. 2. …. 3. ….
  88. 88. © 2018 Shreyas Doshi Editing How does this UX achieve the user’s goals? What are the user’s primary goals? What alternatives have you considered for this design? Team Member PM Manager
  89. 89. © 2018 Shreyas Doshi Execution My team is focused on priority Z right now. We need support from the Data Science team until February to ensure that the project stays on track. Data Science ManagerPM Manager
  90. 90. © 2018 Shreyas Doshi Coaching Thanks for the lucid presentation on Messaging v2. We got the outcome we wanted, however there was some confusion within the leadership team on X, Y, Z. Here are a couple of suggestions for next time. Team Member PM Manager
  91. 91. © 2018 Shreyas Doshi The hardest adjustment for new PM managers is making the switch from Creating products to Editing products If you are a 10-30-50 PM, this adjustment will be even harder.
  92. 92. © 2018 Shreyas Doshi And until you figure this out, your PMs are going to be frustrated
  93. 93. © 2018 Shreyas Doshi Listen → ask Questions → re-frame Problem → explore Alternatives → Direct or Delegate decision A framework for effective editing
  94. 94. © 2018 Shreyas Doshi Listen → ask Questions → re-frame Problem → explore Alternatives → Direct or Delegate decision A framework for effective editing
  95. 95. © 2018 Shreyas Doshi It’s important to establish clarity with your directs on the decisions they can make on their own and the decisions you’d like to make with them.
  96. 96. © 2018 Shreyas Doshi The PM delegation 3x2 impact to business their confidence Low Moderate High Low High
  97. 97. © 2018 Shreyas Doshi The PM delegation 3x2 impact to business their confidence Low Moderate High Low High 3 6 2 5 1 4
  98. 98. © 2018 Shreyas Doshi The PM delegation 3x2 impact to business their confidence Low Moderate High Low High 3 6 2 5 1 4 Always make yourself available for and immerse yourself in decisions in this box Be clear with each direct report about which boxes you’re comfortable delegating and which ones you want to be closely involved in
  99. 99. © 2018 Shreyas Doshi The second hardest adjustment for new PM leads is managing their time You’ll often have your own “IC projects” in addition to “Manager responsibilities”
  100. 100. © 2018 Shreyas Doshi At any given time, execute flawlessly on: 3 things as an individual 5 things as a team 7 things as a company The 3-5-7 framework for stellar execution
  101. 101. © 2018 Shreyas Doshi In conclusion
  102. 102. © 2018 Shreyas Doshi “Manager”: a label others have to give you “Leader”: a label you can assign to yourself #1
  103. 103. © 2018 Shreyas Doshi Work hard to become a 10-30-50 PM #2
  104. 104. © 2018 Shreyas Doshi Improving your Product Sense is the the single-most important thing you can do for your PM career #3
  105. 105. © 2018 Shreyas Doshi Stuck on the PM Career Treadmill? There’s still a path out of it. #4
  106. 106. © 2018 Shreyas Doshi The only enemy lies within
  107. 107. © 2018 Shreyas Doshi Be intentional about the products you choose to work on. Consider working on your company’s core business. #5
  108. 108. © 2018 Shreyas Doshi Pick a manager who understands the hard parts of your job and cares about your growth & well-being #6
  109. 109. © 2018 Shreyas Doshi Get excellent mentors who complement your strengths. Ask them for complete candor. #7
  110. 110. © 2018 Shreyas Doshi Strive to be an excellent mentor for other PMs #8
  111. 111. © 2018 Shreyas Doshi Take up horizontals that improve the PM team and the org in general #9
  112. 112. © 2018 Shreyas Doshi Treat your growth as a PM leader like you would any project #10
  113. 113. © 2018 Shreyas Doshi Once you have the job
  114. 114. © 2018 Shreyas Doshi Understand what the job really entails: Strategy, Prioritization, Editing, Execution, Coaching #11
  115. 115. © 2018 Shreyas Doshi Get really good at listening. Learn delegation. Improve your time management skills. #12
  116. 116. © 2018 Shreyas Doshi Grow your management sense and strategic sense #13
  117. 117. © 2018 Shreyas Doshi Become a student of frameworks that’ll make you more effective #14
  118. 118. © 2018 Shreyas Doshi Coach others on these frameworks #15
  119. 119. © 2018 Shreyas Doshi Congrats. You now know what took me many years to learn.
  120. 120. © 2018 Shreyas Doshi I hope you grow to become the best product leader you can be.
  121. 121. © 2018 Shreyas Doshi Thank you for being here.

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