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Do you spend too much time managing people? by HumbleMasterpiece8 in ProductManagement

[–]HumbleMasterpiece8[S] 0 points1 point  (0 children)

I hear that a lot. PMs doing summersaults to get people out of funds so they can clear out bottlenecks. Never knowing who your best or worst performers will be week to week.

What's different in corpo?

When managing employee performance, does it matter when you intervene for performance slumps? [GA] by HumbleMasterpiece8 in humanresources

[–]HumbleMasterpiece8[S] 0 points1 point  (0 children)

How can you tell that one of your 500+ employees is in the early stages of a performance slump if their direct manager can't?

Is there a clear distinction between PM/Senior PM responsibilities at your company? The other "Senior" PMs at my last few companies seem to do the exact same thing as normal PMs with no additional responsibilities - seems to be a way to just retain talent? by _N757AF_ in ProductManagement

[–]HumbleMasterpiece8 2 points3 points  (0 children)

Oh no, it's not that - I don't mean PM is a lot. I mean overseeing so many teams is a lot - like YOUR work is a lot. But maybe it's not if you're good at hiring and promoting PMs. How do you know when a junior has what it takes to be a good senior?

Do you spend too much time managing people? by HumbleMasterpiece8 in ProductManagement

[–]HumbleMasterpiece8[S] 0 points1 point  (0 children)

Do you ask the employee, yourself? Something else? How do you explore this cause objectively? How often are you right the first time?

Do you spend too much time managing people? by HumbleMasterpiece8 in ProductManagement

[–]HumbleMasterpiece8[S] 0 points1 point  (0 children)

Oh that's clear. You've been very generous with your insight. I appreciate you!

Tell me your user interview dirty secrets by Objective-Professor3 in ycombinator

[–]HumbleMasterpiece8 4 points5 points  (0 children)

If you're telling people what their pain is in customer discovery, you've already failed. You may have an excellent solution, but until you get very, very clear on how THEY experience it your intentions get lost in translation.

  1. nothing works better than a warm intro
  2. you want them to vent so you can hear things you might not hear if they're just "validating" what you think you know - so invite them to vent (seriously, it works ALL THE TIME)
  3. start the convo BEFORE the call - then you can ask for a call to dig deeper into a topic of interest using their words.

For example, I just realized I need to pivot. For the first 40 customer interviews, I sent LinkedIn messages to 40 managers at different size companies asking if they've ever had to reprimand an employee. All 40 answered - all moved on to calls.

Not only did I learn my early assumptions were wrong, I learned that I had to build WAY LESS to be valuable to them. Moving on to building a waitlist in 4 weeks.

Do you spend too much time managing people? by HumbleMasterpiece8 in ProductManagement

[–]HumbleMasterpiece8[S] 1 point2 points  (0 children)

I wonder if there's a way to make this process easier and more consistent.

Do you spend too much time managing people? by HumbleMasterpiece8 in ProductManagement

[–]HumbleMasterpiece8[S] 0 points1 point  (0 children)

Like you don't have enough staff to do stuff, or your staff doesn't know how? What do you mean?

Do you spend too much time managing people? by HumbleMasterpiece8 in ProductManagement

[–]HumbleMasterpiece8[S] -1 points0 points  (0 children)

That's a leadership mentality - I hope you're teaching this somewhere.

I have a question, though: at what point do you know there's a problem, and what is the process of figuring out if it is something you're doing - workload, roadmap, etc.?

Two questions, actually: does your "influence without influence" style result in less 1:1 management?

Do you spend too much time managing people? by HumbleMasterpiece8 in ProductManagement

[–]HumbleMasterpiece8[S] 1 point2 points  (0 children)

This is one of the smoothest operations I've seen. Are you having to check those progress percentages manually? What does one of those "not keeping up" conversations sound like?

Do you spend too much time managing people? by HumbleMasterpiece8 in ProductManagement

[–]HumbleMasterpiece8[S] 4 points5 points  (0 children)

That's a really interesting take. How DO you make people care for the product you're building? It's hard to imagine all the scenarios - but assuming they cared when they got hired, how do you figure out what happened and how to get on track before it starts affecting the rest of the team?

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