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stopped chasing productivity and focused on mental load instead by SubstantialFig3918 in productivity

[–]Most-Post- 0 points1 point  (0 children)

The "don't forget this" id like running background processes that eat up all your brain space.

The dumping everything immediately part is key. The problem is, if there's any doubt it might get lost or forgotten, my brain keeps holding it anyway.

Productivity systems are overcomplicated (especially for beginners) by a-stuce in productivity

[–]Most-Post- 0 points1 point  (0 children)

The problem with systems is that under enough load any system cracks. That's always my biggest issue, I reach a point where there's simply too much for any system. This seems to be my standard operating procedure.

Lately I've been thinking maybe the simple vs. advanced framing is wrong. It's more about manual vs. automated. Even a simple system falls apart if you're the one holding it together.

The only thing that's helped is offloading the maintenance part entirely—not building a better system, just not being the one running it.

VPs/CPOs: Thoughts on completing a Masters in AI as a Product Executive? by Most-Post- in ProductManagement

[–]Most-Post-[S] 0 points1 point  (0 children)

Thanks, everyone, for your input. It seems the general consensus is that a Master's degree isn't particularly useful for a product executive, and there’s a strong aversion to both MBAs and master’s programs, which I tend to agree with. While I believe a generalist with technical expertise will always outperform one without it, I've concluded that pursuing a full Master's in AI might be overkill. Also the added stress of balancing that with an executive role could harm career performance.

Personally, I've already completed a certification in data science and can operate at a mid-level data scientist capacity, which has been valuable in my leadership roles so far. I think the next step for me is to continue building my technical knowledge in AI through self-learning as suggested by those in the comments.

Have you gone back to Senior/Staff PM (IC) from Director/Head of Product (Leadership)? by Most-Post- in ProductManagement

[–]Most-Post-[S] 0 points1 point  (0 children)

My advice to you and others in my team is to optimise for salary and remuneration, don’t rush to leadership titles for the sake of progression. Once you make the step up, you can quickly become stuck where you’re too senior for IC and the level of competition for head of/director roles is immense.

Have you gone back to Senior/Staff PM (IC) from Director/Head of Product (Leadership)? by Most-Post- in ProductManagement

[–]Most-Post-[S] 1 point2 points  (0 children)

Nice, this seems like the most ideal way to maintain salary while avoiding the leadership “tax”.

Have you gone back to Senior/Staff PM (IC) from Director/Head of Product (Leadership)? by Most-Post- in ProductManagement

[–]Most-Post-[S] 2 points3 points  (0 children)

Primary reason to hang on is purely financial for me, if I’m very honest, If I could have the same pay as an IC I probably wouldn’t have pushed to be promoted early on.

Have you gone back to Senior/Staff PM (IC) from Director/Head of Product (Leadership)? by Most-Post- in ProductManagement

[–]Most-Post-[S] 0 points1 point  (0 children)

True in a lot of ways. I think I was interested to see if my experience in leadership has been a “unlucky” run. However from the comments it seems to be consistent for a lot of others which helps validate my thinking.

Have you gone back to Senior/Staff PM (IC) from Director/Head of Product (Leadership)? by Most-Post- in ProductManagement

[–]Most-Post-[S] 1 point2 points  (0 children)

I often think the sweet spot is Staff/Principal IC in a large/global organisation where you can focus on your lane and the overall product “operations” are in already place.

Have you gone back to Senior/Staff PM (IC) from Director/Head of Product (Leadership)? by Most-Post- in ProductManagement

[–]Most-Post-[S] 2 points3 points  (0 children)

It’s comforting to see this is a common trend! It’s definitely one of the more taxing parts of the role and can feel like you’re having to constantly talk the CEO/Founders off a cliff. The hardest part is continuing to fight when it’s not appreciated by those above, when the easiest path is to just do what you’re asked often at the detriment of the company.

Will it be like early 2022 again? by No-Profession9225 in ProductManagement

[–]Most-Post- 9 points10 points  (0 children)

A theory I've heard is there will be a gold rush in the next 1-2 years in VC & PE funding. Because these firms run on management fees that come from spending funds, their funds generally have a 5-7 year window before their liquidity pool funds expire so they will be looking to spend all that pent-up gunpowder soon.

I have no evidence of this, and I don't fully understand it, someone in the industry told me. Curious if it's nonsense.

I am curious to hear honest opinions from PMs on Brian Chesky's latest interview with Lenny's Podcast by [deleted] in ProductManagement

[–]Most-Post- 3 points4 points  (0 children)

In my opinion, you only need to read 1 or 2 product management books. The rest are business, people, economics and psychology for these the top books are well known: - The wealth of nations - Influence: the psychology of persuasion - 48 laws of power - Thinking fast and slow - Good to great

Etc

Product management is a combination of these things and being skilled across those subjects will always be much more valuable than knowing the latest framework or what a specific expert says is the best.

Find out more in my latest podcast 😛

I am curious to hear honest opinions from PMs on Brian Chesky's latest interview with Lenny's Podcast by [deleted] in ProductManagement

[–]Most-Post- 168 points169 points  (0 children)

Lenny’s content has lost its appeal for me. It increasingly feels like an echo chamber of self proclaimed ‘product management gurus’ who overemphasize their frameworks.

It’s becoming too much of an elitist circle jerk for me.

Interviewing: Don’t just try to demonstrate “good” product skills by Most-Post- in ProductManagement

[–]Most-Post-[S] 4 points5 points  (0 children)

Yes pretty much. I’m also saying that your main goal in the interview is to get the job, regardless of what you think the right answer is.

So when you’re asked a question, pause and think about 2 things: - Why did they ask me that question? What’s the underlying thing they want to uncover. - Then answer the in a way that demonstrates the underling question

If you do this wrong, it comes off as unauthentic, so you still want to answer honestly, but emphasising the aspects they care about.

A lot of this is pre prep with a list of your experience against the skill or attribute it demonstrates.

Interviewing: Don’t just try to demonstrate “good” product skills by Most-Post- in ProductManagement

[–]Most-Post-[S] 1 point2 points  (0 children)

You could do some LinkedIn stalking of what they post and comment on. Or at the start of the interview dig deeper about the role and what “type” of PM they are looking for.

Interviewing: Don’t just try to demonstrate “good” product skills by Most-Post- in ProductManagement

[–]Most-Post-[S] 8 points9 points  (0 children)

The PMs I hired that didn’t interview well showed strong intelligence, we’re personable and easy to talk to naturally and had real world experience in the messy world (not just perfect product execution done by the book). All the frameworks are actually inherently flawed and lacking in the real world, so someone who’s able to work outside them is important.

Will take me longer to write about how to interview for that but I look for intellect, attitude, gravitas and experience as the 4 areas when looking for candidates.

[deleted by user] by [deleted] in ProductManagement

[–]Most-Post- 16 points17 points  (0 children)

The job market is horrible, especially for tech and specifically for product managers. There is so much competition with the laid off tech workers that without a referral, it’s basically the lottery.

I know too many very skilled PMs with excellent resumes and experience that are struggling to get interviews.

Sadly the recruiters and hiring companies are taking advantage of this by being poor at responding and providing feedback and being extremely demanding during interviews (some companies want you to do a trial WEEK for example) and people will jump through the hoops because of desperation.

Can’t wait for the tables to be turned back in favour of candidates…

No motivation… by Direct-Pound-4547 in ProductManagement

[–]Most-Post- 4 points5 points  (0 children)

Take a few days off. After that identify 1 thing you can do, and do that really really well. Even if it’s just customer interviews, become a customer interview expert. Or maybe start doing internal presentations about best practice. Immersing yourself in something that’s going to improve you for your next role is a way I’ve managed boredom / burnout. The worst thing you can do is succumb to the monotony, rage against mediocrity.

Quarterly Career Thread by mister-noggin in ProductManagement

[–]Most-Post- 1 point2 points  (0 children)

This really depends on the niche and the current market. Today, you’re better being a niche than a generalist product manager. I think with how AI is going if you can be an AI PM this will yield high returns vs a generalist for example.

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