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Rameez Kakodker
PTOTD#73

While you’re not expected to convince everyone on the vision, you are expected to address the conflicts.

Thoughts on the PTOTD

A former boss used to say that an unaddressed voice of dissent in the team is a guaranteed pointer for failure. Everyone should be aligned on the intended outcomes, even if they’re not convinced by it. Address the concerns raised. Even an acknowledgement is sufficient to calm the dissending voice.

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  1. If you include covering your ass activities as a central part of your day, you might just be a corporate product manager.
  2. It is OK to be wrong – especially early in your career. Learn from being wrong – both as a cause & effect as well as the network effect.
  3. One indicator of your success as a PM is if the team looks to you for vision, strategy and direction as often as they do for conflict resolution.
  4. Think like a VC when pitching and defending your ideas. Some are bound to fail; all will be criticised.
  5. Story pointing is less for predicting the time to outcome and more for getting everyone on the same page.
  6. If your roadmaps are decided at the beginning of the year and do not change with customer/business priorities, you might be a corpo product manager.
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