Every product manager builds things for customers, and knowing just who your customers are—what their needs, hopes, desires, frustrations and goals are—is the bedrock of all the work we do.

But how do you go about learning that? And how do you know when you’ve learned enough and can keep building? Well, does has Erika Hall have the book for you! 

Listen in as Sandi MacPherson and I dive into Just Enough Research and discuss how we’ve used the tools and tactics presented there to help us get the best things to customers. We talked through the Who, What, When, Where, How, and Why of user research. 

Because product management is so broad, we typically do episodes about a specific, narrow skill within the role—that allows us to go deep into what we think matters there. But we always knew we wanted to do one generalist book about PMing.

Many years ago I (Anna Marie) read the first version of Marty Cagen’s book Inspired: How To Create Products Customers Love, published in 2008. I learned so much from that book! It shaped how I thought about developing product and the core role of product management.

Back when we started the podcast (close to 3 years ago 😳) I recommended to Sandi that we do Cagen’s 2008 book as a great all-up on the role only to find out that he was publishing an updated version specifically geared toward tech product management! So we waited for that updated book to come out before trying to record any general product management episode.

We read the book in early 2018 when it came out and recorded this episode with gusto only to sit on the recording for a year before publishing 😬

Sorry about that folks! Life happens 😅 I’ve been pretty heads down at Coinbase working on the future of crypto trading & Sandi has been heads down on a few projects including a 👶!

And now we’re back! 🎉

Listen to this month’s episode to learn how to inspire your team and build inspiring products.

We cover establishing product market fit, how to evaluate your work as a product manager, the difference between product vision & product strategy, how to work cross functionally, and more!

We wanted to tackle a marketing book, but one that wasn't just about tactics. We chose "Different" by HBS professor Youngme Moon, as her high-level, strategic view on marketing as both a philosophy and an art was very appealing to us.

One of the core ideas in the book is that you can't just go along with the herd of companies and products that change incrementally over time - to be successful, you must actually be different. She highlights 3 separate strategies that you can use to truly differentiate your product, filled with clear examples of companies that have implemented them to become amazing companies and brands - Mini, Red Bull, and Google, to name a few.

Her ideas of getting away from the herd and reinventing your company and products is a perspective that resonated with us, especially as PMs in the Bay Area tech scene where more often than not, most products are hazy copies of others. Her push for readers to try riskier, less clear paths forward is one we both agreed with, and led us to really enjoy this book.

Listen here for our discussion on how to apply the ins and outs of competitive differentiation according to Moon. 

Show notes:

Growth determines survival for most startups. If you aren’t increasing revenue, users, or time in-app, you’re probably being overrun by a competitor that is poised to take all your market share or future investors.

But what helps product people drive growth in their companies?

It’s not a series of hacks or tricks, though many successful growth levers can look like clever little tricks in retrospect.

What you can do is set up a team with the right skill set & tools and then task them to experiment as quickly and efficiently as they can to find what works.

In their book, Hacking Growth, Sean Ellis and Morgan Brown lay out exactly what you need in order to do that. They establish what types of companies should form growth teams, common models that work, a playbook for that team, and sage advice on approaching all of this mindfully.

Listen to our podcast, to hear Sandi MacPherson and Anna Marie Clifton discuss which of these tools we’ve personally used in our organizations, if it was successful and what was not, and what we’ve learned from friends at other Bay Area tech companies as well.

Don’t forget to subscribe on iTunes or Stitcher and share or clap for this post to help other product people find it as well! 

After a bit of a summer break… we’re very happy to share the next episode of the Clearly Product Book Club Podcast. For Episode 8, we chat about David and Tom Kelley’s book Creative Confidence. In this book, the IDEO cofounders (and brothers!) share their hard-earned experiences, tactics, and general philosophy on ‘creativity’.

While the tech and startup worlds clearly sit on the ‘bleeding edge’ of most industries, organizational practices, and implementations of technology itself, ‘creativity’ is still a bit of a taboo word. Part of the reason (imho) is that it’s not necessarily well defined, and the methods by which you can be creative or increase your level of creativity are chalked up to raw talent, and not explored as skills that can be learned or improved.

We both really enjoyed this book, and dove into some interesting points:

• What is the balance between experimenting and being creative vs. doing things that are a bit too ‘out there’?
• How do you encourage people to think creatively on your team, when often times a roles are defined by and rewarded for consistency, which is often the antithesis to being creative?
• The authors highlight ‘self-efficacy’ as a key attribute with respect to creativity. What does that mean when it comes to working in tech and building product? What is the relationship between self-efficacy and autonomy? How do you you enable people to act with these qualities in-mind, without having the entire org or product spin off into infinite tangents?

We share some examples of how we’ve navigated related issues in our roles, and highlight some of the suggested tactics from the authors that we think are most appropriate to tech companies and startups. We hope you enjoy our chat, and feel free to comment below after listening with any follow-up questions or comments.

Remember to subscribe! And rate the podcast! Our next episode will be out in a few weeks 😁

As product managers, we have a bucket full of tools to finesse an idea from concept to customer. But slice and dice it how you will, we pass each of those hard-earned skills though some filter of how we communicate. Generally speaking, we do most of our communication by spoken word.

How much do you think about how you speak? We wanted to give this a thorough discussion, so we chose “Crucial Conversations” for this months conversation starter. 

Turns out, this book is about a small subset of “crucial” conversation which the authors define as conversations where: 
(1) stakes are high
(2) opinions vary and
(3) emotions run strong

While product managers must be adept communicators, few of our conversations are apt to be “crucial” by the definition of these authors, so we explored related areas outside the explicit domain of the book.

And this led us to a much higher value conversation! Instead of focusing exclusively on defusing potentially volatile moments, we shared our thoughts and experiences across a broad spectrum of conversational skills.

Listen in for our thoughts on PM communication skills: observing beyond the words, making safe space for others, leading with narrative, and more!

P.S. Looking for our thoughts on other types of communication? Check out our episodes on writing and on negotiation!

Like the show? Rate us on iTunes/Stitcher or tweet at us and let us know! 

Have a topic you’d like to see us cover? Let us know in comments or tweets. 

This month we decided to dig into the management side of product management, and dug into Andy Grove’s seminal book, High Output Management.

I don’t want to spoil the podcast ending, but Sandi gave this a solid 5 out of 5 on the pony scale (🐴🐴🐴🐴🐴).

We don’t hand out our ponies lightly, this is a great read for product managers at every stage. 

Absolutely! I’m not a manager either—not of people, anyway—but this was still one of the most helpful books I’ve read about the craft of getting things in front of customers!

Andy Grove wrote this book for two audiences: 

• People managers—those who supervise other humans.
• Know-how managers—those who shape the work of others without direct authority.

I can’t think of a better direct example of a know-how manager than a product manager. While about 100% of the book applies to people managers, close to 90% applies to us know-how managers.

How do you know if you’re a good product manager? I ask myself this question at least once a month (and not in a “well done, you’re so introspective” kind of way… more like a “oh god, I hope I don’t ruin anything today” kind of way).

Grove offers some valuable guidance for anyone looking to measure their effectiveness: don’t judge your activities—judge your output.

That’s basically the premise (and title!) of the whole book. You’re judged for the work that your team does. What’s the output? That’s all that matters.

As a PM it can feel so satisfying to do that bit of data investigation, dig in on that user research, triage those bugs, write that spec. 

All these activities are often needed to get to output, but they have no value on their own. 

Grove talks about how hands-on (or hands-off) to be as a manager. His main advice: tailor your approach to how experienced your report is. The more experienced, the less involved you should be in their day-to-day.

Totally sensible. But he adds a little twist—it doesn’t matter how generically experienced that person is, what you should measure is the Task-Relevant Maturity (TRM) of the person you’re managing for the role they're currently in. 

This one comes up in product management all the time! 

It’s very rare to hire a product manager right out of college. Only the largest organizations (Facebook, Microsoft, Google, etc) hire and train new grads, and they each only take about 20 a year. Most people who start working in product management come from some other role (engineering, testing, marketing, etc) or from out of industry altogether.

If you’re managing a PM who’s got 5 years of work experience, you may expect them to be a reasonably autonomous employee. But if all their experience comes from other roles, or out of industry, they are going to have really low TRM in product management and need a lot more direction than you might expect. 

I’ve seen this happen more than once, and even been that fledgeling PM myself. There’s a surprising number of things your new PM won’t know, no matter how many years they worked in tech marketing, finance, or consulting. 

We'd love to hear your thoughts on the episode. Feel free to tweet at us @ClearlyProduct. Also, let us know if you've got a book in mind that would make a great episode!

Happy listening :)

Part 2 is here! Listen to the second half of the conversation around "Winning with Data: Transform Your Culture, Empower Your People, and Shape the Future" by Tomasz Tunguz and Frank Bien.

In Part 1 you heard our perspectives on how to run A/B tests, how this differs from a large org to a small one, what data to focus on when you're starting out, and much more.

Now in Part 2 we talk about how to use data proactively, what to do if you don't have data to work with, how data can hurt you as much as it can help, how to set your org up for success with data and so much more. 

As always, we're talking about a topic through the lens of a particular book we both read. This month we read "Winning with Data: Transform Your Culture, Empower Your People, and Shape the Future" by Tomasz Tunguz and Frank Bien.

Data is something we care a great deal about! So much so, we talked enough for 2 whole episodes!

In Part 1 you'll learn our perspectives on how to run A/B tests, how this differs from a large org to a small one, what data to focus on when you're starting out, and much more.

Anna Marie and I found that while we are basically constantly writing — emails, blog posts, proposals — we haven’t read anything beyond a few blog posts on how to become better writers… 

Whoops!

We believe that the craft of writing and the process of becoming a better writer needs real time and attention, so we chose On Writing Well by William Zinsser for the next book club book. It has sold over 1.5M copies. It covers how to approach writing, specific suggestions for various forms of non-fiction writing, and a litany of handy tips and tricks.

Our discussion on the podcast led to chats about writing in all forms — emails, messaging, internal communication, and public blog posts — basically any and all things you may need to write in your product-focused role. 

We dive into:

• how to get started writing and when (if?) to share your writing publicly.
• why open source software for engineers == writing publicly for product people.
• tactics for building a strong, authentic voice.
• writing as a tool and process to develop your opinions, re-evaluate processes you use with your team, and generally think more deeply about your work. 
• coming to terms with the inherent power of ego that pushes many to write (…but doesn’t have to).
• the importance of title and the space your words and sentences take up on the page.
• the future of writing… emoji and gifs ftw! 🎉 🎉 🎉