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174 starting a new product management role at ludicrous speed (chugh and eisner)


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ProductCamp Boston May 12 2018

Published in: Marketing
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174 starting a new product management role at ludicrous speed (chugh and eisner)

  1. 1. Starting a New Product Management Role at “Ludicrous” Speed Shobhit Chugh and Will Eisner
  2. 2. Who has screwed up more?
  3. 3. Why is this so hard? Executive-style challenges, often without the onboarding. It’s hard to be successful without: ● A plan supported by data and expertise ● The trust of your team and key stakeholders ● An understanding of how to get things done
  4. 4. Four Common Situations New to PM Turnaround Sustaining success High Growth
  5. 5. 3 Steps for Tackling Your New PM Role Ready Before joining to 4 weeks ● Assess the situation: what kind it is? ● Understand the history of the product Set ~First two months ● Build relationships ● Quick wins ● Own small processes Go Ongoing ● First big win: make sure team owns + visible 2 levels above ● Team must trust your decisions ● Start to make major changes
  6. 6. Ready ● Say goodbye to your impostor syndrome ● Collect the data you’ll need (which situation are you in?) ○ Cover: product, market, biz, team ○ Be structured ● Surface urgent decisions you aren’t ready for
  7. 7. Set ● You’ve got the data. Now establish your plans. ○ Product ○ Team ● Start iterating towards both. Get some wins.
  8. 8. Go ● Get your first big win ○ Team must have a role to play in it ○ It must be visible two levels above ● Team trusts your decisions; you don’t have to convince everyone about every little thing ● Start to make major changes ○ Used borrowed influence ○ Team changes if necessary to make the team more productive
  9. 9. Situation: No PM Ever ● PM work done part time by someone e.g., Founders, Engineering Leads, ServicesSituation Complication Resolution ● Lack of common understanding of what it truly means ● Founders unwilling to give control ● “Backlog manager” ● Ask everyone: if we look back 6 months from now, how would we know that I made a difference? ● But then form your answer based on most impactful things and set expectations
  10. 10. Situation: Turnaround ● Situation ○ Product is having big problems, product market fit, product debt, tech debt, etc ○ Extended team is deeply unhappy and pointing fingers ● Complication ○ Multi-part problems can be hard to unravel and you can become paralyzed ○ All the noise and politics can slow you down ● Resolution ○ Break the problems into solvable chunks ○ Understand the messy history and move forward ○ Provide clarity of your plan and tradeoffs to stakeholders so you don’t go down with the ship
  11. 11. Situation: Sustaining success ● Replacing a highly successful PM in a successful teamSituation Complication Resolution ● Big shoes to fill ● “That’s not how Jason used to do it” ● Don’t change everything at once ● Get quick, small wins ● Don’t forget what makes you awesome! ● Think Fresh; first 3 months are your window to look at things with fresh eyes and make a delta change
  12. 12. Situation: High Growth ● Situation ○ You’re on a Rocket Ship! Whooo! ● Complication ○ Pressure to spread product, team, and yourself too thin ○ Disinclination for self-assessment ● Resolution ○ Apply a context switching tax to new projects ○ Look for opportunities to rally around big wins
  13. 13. Ready Set Go Plan
  14. 14. Thank you!