How to Leverage Your Skill Set for Product by Google Product Manager
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Product managers love to apply frameworks to solving big thorny business challenges in their day to day. Interestingly enough, one can use a framework for the PM job itself to abstract away the details and optimize for success. Learn about the most important advice on how to leverage your skills here
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How to Leverage Your Skill Set for Product by Google Product Manager
- 1. www.productschool.com How to Leverage Your Skill Set for Product by Google Product Manager
- 2. FREE INVITE Join 23,000+ Product Managers on
- 3. COURSES Product Management Learn the skills you need to land a product manager job
- 4. COURSES Coding for Managers Build a website and gain the technical knowledge to lead software engineers
- 5. COURSES Data Analytics for Managers Learn the skills to understand web analytics, SQL and machine learning concepts
- 6. COURSES Digital Marketing for Managers Learn how to acquire more users and convert them into clients
- 7. COURSES Blockchain for Managers Learn how to trade cryptocurrencies and build products using the blockchain
- 9. How to leverage your skill set for product Gary Shambat
- 10. What is this presentation about?
- 11. This talk will be most useful if: ● You have just transitioned into product ● You are thinking about transitioning soon but want reassurance ● You are seasoned but still want new ways for thinking about your day to day
- 12. At the end of the talk People Technology Resources Organization Product
- 13. A bit about me Product manager on the Google Assistant team prev. AR/VR team Take a selfie How long have I used my phone today? How do I change your voice?
- 14. A bit about me
- 15. What it felt like
- 17. Fast forward through transition Science / HW eng Hybrid role Product
- 18. Wrap a framework around the job itself ● Product excellence ● SWOT ● Critical user journeys ● 4Ps ● 5Cs ● AARRR ● ... Product / business PM job ?
- 19. Segment the job into main forces People Technology Resources Organization Product
- 21. Tech was different.. Before Now
- 22. Tech is the same Before Now
- 23. Black box of inputs and outputs Inputs Outputs Influences
- 24. Abstract away the details
- 25. A product is a sum of boxes Client Server
- 26. Take an example Uber app ride request Dispatch microservice & algorithmic matching Price, ETA info UX Routing APIs , secondary dispatch Ride fulfilment/ payment/ review
- 28. What does the company value? Quality Timeliness P&L Discovery
- 29. How do you level up?
- 30. What are the conveyor belts forward? Time VP Director Product X Product Y Org Z
- 32. Make love not war
- 34. Sell yourself (and your team)
- 36. Find your mechanical advantage
- 37. How do you scale yourself?
- 38. Advocate for more, always
- 40. Where are you in the product lifecycle? Macro Micro
- 41. What should you be building? Core competency Legitimacy
- 42. How does your product fit?
- 43. How do you create impact? Product
- 44. Putting it together ● Approach every day like you would a product ● Map everything you do to something in this (or other) framework ● Access weekly, monthly, and quarterly to see how you’re doing People Technology Resources Organization Product
- 46. www.productschool.com Part-time Product Management, Coding, Data, Digital Marketing and Blockchain courses in San Francisco, Silicon Valley, New York, Santa Monica, Los Angeles, Austin, Boston, Boulder, Chicago, Denver, Orange County, Seattle, Bellevue, Toronto, London and Online
Notas do Editor
- -Not going to talk about books -Not going to talk about interview questions -You probably have enough resources there -This talk assumes you have good PM chops
- And hey if it isn’t good, at least you can network with some other ppl after
- -Same way you approach a product, is how you should approach your job -Isn’t it the most important outcome at the end of the day? -Shouldn’t be ignored
- -Work on now -Announcement on 10/9 for camera actions / digital wellbeing -Previously managed headset prototypes
- -A lil self aggrandizing -Don’t mean end destination or best destination, just current spot -Mario Kart banana
- -Not sure if you can see this -Made a wrong turn somewhere, need to turn back… -Gondola
- [insert Lewis Lin book] → [insert another presentation from Product school]
- -Took the back door approach of transitioning inside the company -Did not want to get an MBA -Learned through process and picked up tips here
- -Slice and dice a problem -You learn how to think about products and business needs -But once you’re in how do you think about your day to day?
- -I’ll propose a simple breakdown of things to think about -Shape is arbitrary -(this is not the product sense, business strategy, etc)
- -Adjusting from physics/eng was interesting -I knew little going in...I still don’t know anything :) -Doing wikipedia searches on TCP/IP stack...asking lots of dumb questions
- -Realized tech was the same -Tech didn’t matter -Bear with me
- -For a PM you should know the I/O -You should know how to influence -You should know how to connect boxes -Dirty/clean
- -Apply a magic eye to everything and things pop up -Suss out details from team
- -App sits on phone is client -This can describe ⅓ of products honestly
- -Each box is a set of boxes ( a fractal) -You need to be multilingual technically
- -Every company different -Most what I’m saying is big tech -Company and org
- -Type A people -Hail mary? -Consistency? -Tenure? :(
- -Twin paradox -Infra PM, feature PM, e2e -I assume you care, most PMs are type A after all
- -Might be the most obvious one, but worth repeating
- -After not making enemies, make friends, good ones -See people all the time -Brownnose, I brought in chocolate this week
- -Crazy how small world is, even at big company -You will see ppl all the time, gatekeepers -PMs are ambassadors, need buy-in
- -Such an amorphous job, easy to miss impact -Not just you, your team, their skills/work -If a tree falls in a forest -Village email
- -Finding the thing that gives you biggest bang for your buck. Best investment of eng resources -Some projects = impact, but some are technically way more complex -At personal level too, how can you shephard things fastest? Architecture, design, PgM?
- -How do you get others to do things for you? Partner teams? Enthusiastic people in org? -Goes back to people, scratching backs, convince in best interests -Delegate to others, reports or eng
- -Should be obvious -You want more, you have to do more, you need more -Demonstrable quantitative impact, tie together
- -Inception time -Meta
- -Macro = business level -Micro = operational level -You know this subconscious , but..
- -Decisions: Top-down or bottom up? Depends on company -Play to your team’s strengths -- rapid prototyping, deep algorithms, HW/SW -Legitimacy comes from your team
- -Black box for products, same way -Standalone? Cross-functional? Horizontal / vertical -If you went away tomorrow how would it affect things?
- -Wake up, live and breathe, Metrics/ internal/ external impact Did you build anything? 2) did you build right thing? -Achievement not effort, impact = achievement -Always have a pulse
- -If dashboard about job, how would it look?
- -You are now empowered -Go into work tomorrow and stare at this card, every day