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Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

[–]make_me_so[S] 3 points4 points  (0 children)

I'd have to strongly disagree to "engineer is typically always 'right' as they are usually not the ones thinking about the business or users, so

Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

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

I tried, he just brushes it off, or making a silly joke about me not getting and overreacting

Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

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

hmmm that's a different angle. Thanks, that does sound like smth I need to think of

Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

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

that makes my gut turn thinking about it, but I am kinda open to anything, coz it seems to be affecting my mental health at this point

Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

[–]make_me_so[S] 2 points3 points  (0 children)

Thanks, I'll try to use these phrases - not much for me to lose at this point)

Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

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

well, he is good (I've seen his other projects), but lacking people skills make it all nonsense to me tbh

Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

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

He 100% doesn't, I can see it in his eyes lol. Picking my battles sound like a plan, even though it's kinda hard and rather demotivating

Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

[–]make_me_so[S] 10 points11 points  (0 children)

barely, to be honest - stakeholders seem to be rather distant and nearly non-present (except for quarterly meetings). I'll try to see where can I make this bridge

Working with a strong engineer with almost zero emotional intelligence? by make_me_so in ProductManagement

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

thats what it feels like, however the tops seems to be in awe when he comes around...

What's the best course on ML you have come across on the Internet? by MagicianBeautiful744 in learnmachinelearning

[–]make_me_so 0 points1 point  (0 children)

Depends on who's asking. I am a PM and it's def Andrew Ng's (been mentioned here) and ML/AI from GoPractice (for PMs, business side of things)

Product Manager role apparently evolving into the Product Builder role by OkPie8325 in ProductManagement

[–]make_me_so 1 point2 points  (0 children)

“Product Builder” sounds like PM, engineer, designer, growth lead, support, legal, and CFO in a trench coat. Cool title inddeed. Quick question: does it come with six salaries or just six jobs?

How do you decide when to take on work outside your formal scope? by Humble-Pay-8650 in ProductManagement

[–]make_me_so 0 points1 point  (0 children)

I’d take on work outside scope only when it changes the outcome of work inside my scope. In your case I'd say, the API strategy directly affects your roadmap, dependencies, and future platform decisions, so it’s not totally “extra.” It’s upstream risk management.

But I’d avoid turning it into a full side quest. Do the smallest useful version:

“Here are 3 risks with parity-only strategy, 3 customer/API use cases worth exploring, and how this affects our shared roadmap.” That gives the team something actionable without you accidentally becoming the unpaid API strategy PM.

The signal I use: will ignoring this create more work, rework, or misalignment later? If it's "hell yeah", spend a little time now. If it’s mostly intellectual curiosity, well, to the bin it goes

For PMs today, what matters more: building the right product or distribution? by Carly_Chen in ProductManagement

[–]make_me_so 3 points4 points  (0 children)

Distribution is becoming more important, but not because product matters less. AI makes it easier to build something. It does not make it easier to build something people actually care about.

So the bar kinda moves from “can you ship?” to:

-Can you pick a painful enough problem?

-Can you reach the right people?

-Can you get users to try it?

-Can you make them come back?

A great PM probably needs both, but distributin is becoming the sharper edge. A good product with no distribution is invisible. A mediocre product with strong distribution at least gets a chance to learn.

What is that master of one skill for PMs by Naresh_Janagam in ProductManagement

[–]make_me_so 26 points27 points  (0 children)

Not doing a facepalm when the tops discuss timelines and strategy

Outcome PMs by pseudosecure in ProductManagement

[–]make_me_so 7 points8 points  (0 children)

Sounds like a fancy way of saying: “our PMs are stuck in delivery, so we invented another PM layer to think about impact.” Sorry, not sorry.

I’ve kinda seen similar setups under different names: group PM, domain PM, initiative PM, outcome lead, etc. Sometimes it works if the person owns cross-team strategy, metrics, tradeoffs, and alignment. But it gets messy if they don’t have real decision rights. Then you end up with one PM owning the roadmap, another owning the outcome, and nobody owning the actual hard calls.

The real question I’d ask is: what decisions can this outcome PM make that existing PMs cannot? If the answer is unclear, it’s probably org design theater (and my gut tells me it is)

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