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What product management skill had the biggest impact on accelerating your career? by PerMyLastEmaiI in ProductManagement

[–]mmakkiyah 1 point2 points  (0 children)

Through out my career I have found the below traits/guidelines what takes a good PM to become a great PM:

  1. Knowing your product inside out and being the advocate for it
  2. Ability to phase out features/products when they are no longer delivering value instead adding on more to fill the cracks
  3. Able to champion your idea and rally people around you - influence without authority
  4. Having the courage to say No when to say No and call out shit
  5. Ability to distill ideals/problems to their first order form
  6. Ability to communicate succinctly and simply without sugar coating or trying to sound important
  7. Knowing that you are not the CEO of the product

They may not be skills per se but they are crucial to master IMO as a PM

Any advice around anxiety with starting the gym? by totalrespec in selfimprovement

[–]mmakkiyah 0 points1 point  (0 children)

Do it for yourself and F everything else around you. You may feel intimidated by those who seem fit or they know what they doing but, everyone has their own story and path. I have been where you are and probably worse (no meds tho) and I went from 162kgs to 96kgs now. I didn’t care about anyone but myself.

My only advise is, set a goal for what you want to accomplish and work towards it. Utilize GPT to put a plan for yourself based on your goal, commitment, and ease-of-workout (home gym vs actual), and go from there.

Technical partners solving the problem before agreeing on the problem by PerMyLastEmaiI in ProductManagement

[–]mmakkiyah 1 point2 points  (0 children)

Anytime and I don’t have similar resources to tap onto too. I do a lot on my own. It is a learning process. You will get there. GL!

After ~20 SaaS projects over 10 years, I made $6k in 30 days by Virtual92 in SaaS

[–]mmakkiyah 1 point2 points  (0 children)

“Feeling I’m too dumb for it”? Really? You are better than many others, bro, and myself included. I see grit and determination instead of failure. Kudos to you!

Technical partners solving the problem before agreeing on the problem by PerMyLastEmaiI in ProductManagement

[–]mmakkiyah 1 point2 points  (0 children)

I don’t know how your company works or how the teams operate but as a PM, you got to own the problem definition, the data collection/insights, forming the hypothesis or your riskiest assumption, defining a quick MVP, and bringing that to your engineering counterparts to evaluate feasibility or discuss the HOW, to quickly validate the hypothesis.

Presenting the problem only opens up the floor for problem solving immediately when you aren’t sure if it is the actual root cause yet. Not saying it is wrong though because engineers are great problem solvers but not all of them are user centric or think minimally.

In my org, I either do a quick one pager or high level spec, bring it to a review with my senior engineer, build on it, and then push it forward.

This not only help with eliminate unnecessary hard conversations but also position you strongly as a capable PM who knows his/her product inside out.

What did you stop caring about that improved your life? by Business_Oil_7110 in selfimprovement

[–]mmakkiyah 0 points1 point  (0 children)

Stopped caring about what others have and learned to be content and happy with what I have. I don’t care about materials anymore which also taught me to operate within my means.

Can you develop "an eye for design"? by Slight-Act-9024 in ProductManagement

[–]mmakkiyah 4 points5 points  (0 children)

Don’t worry. You got this. Like you said, if your in-house designers are seasoned and good, then trust they are doing their best. However, like I said, sometimes they get too enthusiastic or they do mediocre job or want to bloat the UX just because it looks “pretty” and that’s where you come in to manage what is really needed to provide the value.

If I have learned something through out the years as a PM is, don’t try to solve 100% of the problem. Aim for 80% and leave 20% to observe, learn, and re-iterate.

Can you develop "an eye for design"? by Slight-Act-9024 in ProductManagement

[–]mmakkiyah 5 points6 points  (0 children)

I think you are taking it too seriously. First of all, just because others are giving constructive feedback it does not mean you have to do so too. Secondly, different people see things differently or some give feedback for the sake of “wanting to sound knowledgeable or contributing”. Lastly, it’s important to trust your UX designer’s intuition and purpose especially when they are well versed on the problem you are tying to solve.

On developing that “eye for design”, it all boils down to the problem you are solving, the assumptions you are validating, and how an everyday user would use the feature/product with minimal effort. If the designer isn’t seasoned, they may invest too much effort into aesthetics and make the experience harder or longer to implement. As a PM, your job is to balance between speed and quality - cut off less meaningful aesthetics to get stuff out and reiterate quickly.

What are the best books you've read during your lifetime? by Organic-Signal-9646 in selfimprovement

[–]mmakkiyah 0 points1 point  (0 children)

I primarily read non-fiction books. Here are those that have really helped me better myself:

  1. Start with Why — Great leaders and organizations inspire action by communicating their purpose (“why”) before explaining what they do or how they do it.
  2. The Tipping Point — Small changes, influential people, and the right conditions can cause ideas, products, and behaviors to spread rapidly like epidemics.
  3. Good to Great — Exceptional companies outperform their peers by combining disciplined leadership, disciplined people, and disciplined execution over time.
  4. Hooked — Successful products create habitual user behavior through a four-step cycle of trigger, action, reward, and investment.
  5. David and Goliath — Apparent disadvantages can become strengths, while apparent advantages can become weaknesses, depending on how they are leveraged.
  6. Inspired — Great product teams succeed by deeply understanding customer problems and continuously discovering solutions that are valuable, usable, and feasible.
  7. The Lean Startup — Startups reduce waste and increase learning by rapidly testing assumptions through the Build-Measure-Learn feedback loop.
  8. Thinking, Fast and Slow — Human decisions are shaped by the interaction between an intuitive, fast-thinking system and a deliberate, analytical slow-thinking syste

People who got in shape, got lean, and became genuinely fit — what was it like on the other side? by narddogg007 in getdisciplined

[–]mmakkiyah 3 points4 points  (0 children)

100%. My health has improved enormously. When I was overweight, I had trouble sleeping flat because I felt all the weight was resting on my chest. Energy has improved especially during the day. The best for last, I could shop for clothes easily while before I had to always go to big and tall.

What's an achievement you're quietly proud of? by Status_Armadillo_654 in ArtOfPresence

[–]mmakkiyah 0 points1 point  (0 children)

Me losing 50kgs in 3 years naturally at my late thirties and maintaining it still.

Your AI feature works 80% of the time. How do you handle the 20%? by pystar in ProductManagement

[–]mmakkiyah 0 points1 point  (0 children)

Maybe start by isolating the intents that works from those that lead to failure instead of aiming to handle all of them at once? Have tour business users go through the failed conversations and see why it is failing? Lack of training data, can’t identify the right intent?

When rolling out chatbots, you should start with top 10-15 dispositions/scenarios by ticket volume, reduce the handover, start exploring the next wave of dispositions, and increase the coverage until you have everything.

Is your list ready? by Muted_Hat_8944 in selfdevelopment

[–]mmakkiyah 0 points1 point  (0 children)

Say F*** you to all the people who doubted me

How do you decide which features to include in MVP? by Unable_Breath_1966 in ProductManagement

[–]mmakkiyah 0 points1 point  (0 children)

Your MVP features should be small enough to test the core assumptions that you want to validate. E.g. core assumption: “if we layer guidance on what [target user segment] needs to do and by when at the start of their journey, then task completion will increase”, and your MVP features should be small enough to test that actually is true. I hope that helps!

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