The enemy of done, says Kevin Wang.
In Summary: Being a perfectionist may get you full marks in school, but it will cause you headaches as a Product Manager.
Perfectionists struggle with analysis paralysis and agonise over the smallest details. But a Product Manager must make decisions and trade-offs all day long. So much so that we often suffer from decision fatigue.
It doesn’t matter how lovely your new feature is if no one ever gets to use it. Release velocity is essential if you want feedback from users so you can iterate to get them what they need.
In place of perfectionism, Product Managers must develop an acute ability to intuit costs and benefits in order to eliminate decisions where the tradeoff differences are low.
Don't get sucked in, says Aha!'s Danny Archer.
In Summary: It's impossible to manage your backlog if your product strategy does not come first. You need to know where you are going before you can figure out how to get there.
Once you've established your product goals you need to rank each feature in your backlog based on its quantitative business value. You can achieve this by using your product’s core metrics to build a feature scorecard that ranks each feature on a scale of 1 to 10 against your goals.
By making the management of your backlog an ongoing process, you can effectively resolve the competing pressures of product strategy and execution.
Humility is strength, says Giff Constable.
In Summary: Product Managers work at the nexus of countless stakeholders, power dynamics, and capabilities. Everyone has an opinion and an agenda. The most critical thing you can do is make people feel respected and heard.
Most people are willing to accept not getting their way, as long as they feel respected and acknowledged. What they can’t stand is being ignored or trivialised.
PMs get what they need through influence, not power. It's good to be liked, but far more important to be respected. By leading with strength and humility you can make others feel respected too.
For more on the importance of 'soft power' for Product Managers, check out this post.
It depends, says Cliff Gilley, aka The Clever PM.
In Summary: The debate surrounding different agile methodologies has become like a religious war between fundamentalists. But there’s no one-size-fits-all answer to which is better. Many successful teams use some combination of both approaches, popularly known as “ScrumBan”.
Kanban is limited by resource capacity (rather than time) and emphasises the completion of work items in sequence. Scrum is more structured, outcome-focused and empowers teams to guide their own destiny.
As with any methodology, you need to try something to determine whether it fits your needs and your culture, and then adopt and adapt as necessary.