thank you! i really believe that doing it frequently not only normalizes the culture of giving feedback but also releases so much pressure from both the giver (to deliver such a heavy and big message) and receiver (to react and respond and make the change).
"You don’t have to do discovery for everything." - I know this is the last thing in the post, but OMG it hit me for where I've been lately!!! I'm currently working on strategies I can use when coaching/mentoring PMs to help them assess risk and decide when they actually already know enough to make the decision without more discovery or research. I've noticed a tendency to be very risk adverse, and I'm trying to find ways to encourage PMs that they actually know a lot about the users - when the risk is low, make a decision based on your knowledge!!
100%. there's a lot of talk lately on Twitter/Linkedin PM about giving up on Product Management, driven by frustration on how the PM is unable to "influence" their org's product culture. Lack of Discovery seems to be one trigger. I think going to the extreme of "everything needs to be discovered" drives this kind of burn out. We need to be pragmatic not just to avoid burn out but also to deliver value faster to users. (in the end, this is the point of everything)
Great reframing of giving feedback to people you are leading. Especially about doing it frequently. Thank you for the shout out too!
thank you! i really believe that doing it frequently not only normalizes the culture of giving feedback but also releases so much pressure from both the giver (to deliver such a heavy and big message) and receiver (to react and respond and make the change).
"You don’t have to do discovery for everything." - I know this is the last thing in the post, but OMG it hit me for where I've been lately!!! I'm currently working on strategies I can use when coaching/mentoring PMs to help them assess risk and decide when they actually already know enough to make the decision without more discovery or research. I've noticed a tendency to be very risk adverse, and I'm trying to find ways to encourage PMs that they actually know a lot about the users - when the risk is low, make a decision based on your knowledge!!
100%. there's a lot of talk lately on Twitter/Linkedin PM about giving up on Product Management, driven by frustration on how the PM is unable to "influence" their org's product culture. Lack of Discovery seems to be one trigger. I think going to the extreme of "everything needs to be discovered" drives this kind of burn out. We need to be pragmatic not just to avoid burn out but also to deliver value faster to users. (in the end, this is the point of everything)