Pinterest's Lulu Cheng addresses the question in product.
In Summary: The qualities that make someone a universally respected PM rarely have to do with technical expertise. What's most important is that you start from a place of curiosity and build upwards.
Establishing a baseline of technical knowledge (identifying root causes, accurate estimation) and adding value by effectively communicating and asking incisive questions will help bring long-term credibility.
We're walking contradictions says Intercom's Brian Donohue.
In Summary: Product Managers must be chameleons and willfully change their personality to match the stage their product is in. Early on, empathy is critical but, later on, it can be a handicap. The art of product management is timing that role reversal just right.
The best product managers are those able to move seamlessly between these different phases, adapting their mindset and skillset along way. Being empathic and stubborn? Just one example from a long list of product management contradictions.
Matt Moore on how he hires.
In Summary: The most important qualities of a great PM are things that can’t be trained.
Matt has a template for how to identify and screen for these qualities and points out that, for startups, this is a huge advantage as most cannot afford to pay for experienced candidates.
Measure the right things, says Tara Reeves.
In Summary: Ask any founder about product market fit and they’ll say that once they’d done it their company started to grow like crazy. But it’s not always clear, especially in the very early days, whether this mythical status has been achieved.
Would customers recommend your product? Will they pay for it? And how much do they churn? Laura identifies 7 ways to determine if you've really achieved PMF.
Steve Johnson (writing for Aha!) says look back before looking forward.
In Summary: Product Managers should adjust their plans based on the realities of recent history.
Last year’s plan was made with a set of assumptions: what customers need, the size and skills of your product team, an expected rate of customer acquisition and retention, a level of funding for marketing and sales programs. Now it’s time to re-examine those assumptions and revise them based on your results.
Ryan Angilly on the art and science of release notes.
In Summary: Product Success is about being thoughtful when it comes to what a product does at the periphery and the 'little big' changes that constantly move it forward.
Good product companies regularly publish updates on the changes they make, why they made the change, and explain how the change will affect customers.
Ben Hoffmann built an MVP for the VC community in 2 weeks, here's how.
In Summary: A great case study on how building products within external constraints, like time (or money), forces the maker to prioritise which features are most important.
Without the luxury of time, you must stay lean, determined and focused on your only real KPI: shipping product.