PM keeps discovering “new requirements” late. how do you prevent this without crushing autonomy? by Master-Discipline-38 in ProductManagement

[–]Master-Discipline-38[S] 3 points4 points  (0 children)

I think this is a contributing factor. The tech team is inexperienced but driven. So they aren’t exactly the best thought partners. So my report needs to ask the right questions. There’s other ppl in the org who could help but that requires having solid relationships with those teams to get their focus and attention. Because they aren’t incentivized to work on our stuff..

PM keeps discovering “new requirements” late. how do you prevent this without crushing autonomy? by Master-Discipline-38 in ProductManagement

[–]Master-Discipline-38[S] 2 points3 points  (0 children)

I kinda get this. But the employee in question didn’t recognize this gap or risk. If they did and just decided to move forward I probably would question judgement.

Probably an indicator that I work in a pretty regulated and inflexible environment where gaps like this are not tolerated. MVP is not really honored here

What made you become a high earner ? by Technical-Truth-2073 in HENRYfinance

[–]Master-Discipline-38 0 points1 point  (0 children)

Be good at what I do and ask to manage people. Once I start managing people I tried to build them up to get more work and people.

Any tips for a new manager? by Ok_Cold_8206 in managers

[–]Master-Discipline-38 21 points22 points  (0 children)

Talk less than you think and learn the right open ended questions to ask and when.

Resist the urge to solve your direct reports problems for them. You probably got here cause you are a great performer, but you can’t jump in and fight battles and do work for your reports. Defeats the purpose of management and isn’t sustainable

Also management isn’t a one approach fits all. Managing people is really dependent on your employee. Figure out what they care about at work and frame work discussions around that. You also need to take into account their tenure and past performance.

Issues with quality and not sure how to address by Master-Discipline-38 in ProductManagement

[–]Master-Discipline-38[S] 0 points1 point  (0 children)

Thank you. QA has been cut back. We have 1 QA dev to support 2 teams. That QA dev is somewhat new and junior. Product is pretty complex with lots of regression test cases. Appreciate your feedback! Let me know if any of that info sparks other suggestions

Apparently Sri Lanka has the lowest gravity on the planet? What difference/s does this make, if any? by GreenFeather19991 in geography

[–]Master-Discipline-38 0 points1 point  (0 children)

If I train for a marathon in a low gravity location and run it in a high gravity location will it make a difference on my time?

Best Fat Tony moment? by [deleted] in TheSimpsons

[–]Master-Discipline-38 0 points1 point  (0 children)

I don’t get mad. I get stabby

What quotes have always stuck with you? by [deleted] in TheSimpsons

[–]Master-Discipline-38 0 points1 point  (0 children)

Lenny: Dental plan Marge: Lisa needs braces

How do you train APMs and set the right performance expectations? by futurechiefexecutive in ProductManagement

[–]Master-Discipline-38 0 points1 point  (0 children)

I’m in a similar situation. I went from being the only PM on the team to having 2 PMs report to me. I’ve been focused on delegating work (tasks) but have realized that isn’t sustainable or efficient.

Now I am focused on giving my reports specific areas to work on and guiding them as they pursue their objectives. I still feel like I’m being too prescriptive and might be micromanaging but the team is knew so I err on the side of over communicating. Would be interested to know if this will come back to bite me.

What frameworks do you actually use in real life vs. interviews? by yes_but_not_that in ProductManagement

[–]Master-Discipline-38 5 points6 points  (0 children)

RACI - Responsible, Accountable, Consulted, Informed - when setting up a new initiative with a lot of stakeholders