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We need a GPT version of LUCY

Really loving these tactical short videos

Hi Shreyas, I face a similar issue in my career currently. I somewhere feel that if I complain/show frustration about difficult issues while I am handling a complex project or issues working with other teams, I am worried that the manager might think that I am not competent and share all the problems. So, I always end up talking about the issue only after solving the problem. But again, it is always a watered-down version as I am not good at bragging about it or talking about all the hard work that went into it to resolve that issue. Any advice on how to balance when to discuss such issues and how much so that my manager is aligned with me and recognizes/appreciates all the hard work that goes into my job?

Elizabeth Holmes surely had a great executive presence haha

Yes, this has worked for me in the past. Thank you for expressing it so beautifully. I am a solutions consultant, helping customers implement enterprise software products. Suddenly, a customer’s QA team I had worked with in the past became difficult to handle. When I questioned and investigated the situation, I discovered that their boss had a bad experience and faced delays with my underwriting team, which caused them to be stricter with anyone from my company. After a meaningful conversation, I was able to clear up the misunderstanding.

so, its kings haki

So executive presence can be considered as a strong mental projections with words and confidence :D

Empathy, Trust, Competence 👏

Can relate so much to what you articulated

Intent Competence Empathy

This one was especially helpful.. something that I’m really struggling with myself

Managing up by asking for resources to unblock is high agency by itself. Asking for help demonstrates how you would approach the problem, how do you think the support could turn out, and make your manager feel been seen. This works out especially good if you always have some credibility in the team.

Shreyas - did you figure out a way / template that made it less of an overhead for you when you did communicate more frequently as a leader to your management?

Great message, Shreyas! The simple rule is: If you manage your manager(s), they don't have to manage you!

Hi Shreyas thanks for sharing this. Did you ever feel like operating behind the scenes sort of negated your work and results you were able to accomplish? If it did, how did you find a balance?

awesome

OMG ! This is exactly what I'm facing now with engineers ! They expect every detail in the document. Irony is engineering team gets PRD to give an estimation and what do PMs get to provide an estimation to prepare PRD 😂

All i have to say is thank you

Incredible insight. Extremely valuable in large companies. Thanks for sharing!

the challenge is how do you align this approach with leadership need for somewhat sold launch dates… the other issue is how we change this culture in large corporations such as Amazon/Google where they are set in their ways

Well said. Empowered teams with empathy, not just for each other but genuine empathy for the customer/users creates magic. Avoiding the trap of finding who to blame when things go wrong and just accepting all failures as "team failures" and "opportunity to learn" are other powerful tactics that have helped me shift the culture to how you have described the "PM Guided" culture

This is 💯

Hi Shreyas. This might seem like a noob question but I am confused. What's the difference between PM-dominated vs. PM-guided culture?

Great answer! As someone in a PM role outside of tech, I would love to hear how different levels of PM - directors, senior managers, principals' scope aggregate in different ways across different types of organizations.

Expectations driven and research driven are 2 classics but in general all this subcultures are very common😢

✅✅✅

While all this makes sense, I'm curious-how do we define 'Defining the Product' and 'Cognitive Empathy,' especially for a complex product with users across different areas of an organization? Would love to hear your thoughts.

Feedback @team shreyas: please use better design emojis on thumbnail (design matters) If you want a conversion on your video. No click = no watch

This is the the same thing I do In Our Company when we get a Deadline we tend to Created a Closer Deadline for Internal team so If something goes wrong We have the time to fix it.

On account of my experience with missing deadlines frequently as a developer in my previous company, had come to the same conclusion on my own. The way I thought about it was to have two revisions: a MAJOR revision and a MINOR revision or update, with a grace/ period of +/- 2 to 3 days. How this would work is: let's say the PMs meet and present us developers with the user stories that they have created along with the mockups for our perusal today. So, while going through the shared resources, we list out our doubts, conflicts with other features or page flow, contradictions with other requirements or use cases in the same story, missed edge cases, etc. We then schedule a meeting again with the PMs and clarify those discrepancies over multiple sittings and back and forth, at the end of which we are asked to share our guesstimate-a rough ballpark figure-just to give them something to hang on to for the time being as PMs have to respond to the CEO. Now, once the requirements are fully justified, clarified, and ambiguities ironed out, we venture to go through the existing code base about how we can implement this feature or may be design a completely new framework/microservice, etc., which third-party tools to use, database design decisions, etc.; discuss or take help from our team to iron out discrepancies and finalize how we are eventually going to build the entire feature flow. Then we come up with a major revision to our original guesstimate after dealing with the known unknowns. After this, we get to the real work and flesh out the feature in code. Now, there are always unknowns or cross-team interdependencies, e.g., QA, blockers, holidays, leaves, availability of testing environments, etc., that may creep up on us at the time of development and catch us completely unaware, as it happens more often than not. That's where minor revision comes into play, which is to extend the deadline further in a more precise and committed manner this time around. This might be communicated to the GTM team. Post that, the last cushion should be a grace of 2-3 days max in case the minor revision deadline gets somehow missed. This strategy would prevent everyone from breaking their heads over a single early deadline and would soothe developers into quality work rather than getting into a frenzy and pushing buggy codes only to be reverted back by the QA team.

Golden advice. It works!!!💯

What's the gap between them usually?

Issue is diff between target and committed date. For engineering keeping target date aggressive is problem. Engineers unnecessary gets burn out

Looking forward to the next part of this video

What if it's a data product and your data visualisations are the product, then aren't you defining the product with design? In my case, I as the PM decide and determine the data visualisations but if the designer were to select the data visualisations for the data product then they are doing the product manager's job too? Since the design of the product is essentially the product, I end up doing the designer's work too as I feel that I need to ensure that the right visualisations are being used and thereby the right product is being built.

I loved the tour guide analogy. Is there a world where a company is PM Serviced and the function that makes decisions in the execs in that company?

I would love a video elaborating on what “product success” looks like and how it’s different than “customer satisfaction”. One thing that didn’t help me in the video above is that customer satisfaction was listed as a component of the definition of success.

@Shreyas Doshi- how much truth you said in single short video :) I wonder what feedback your get from people in real life when they meet you in person..I truly believed the same but it is very hard to explain it to others because they will make fool of you if we try to make them understand the ground truth..,Thank you so much..absolutely loved it....

so what’s the ideal culture then? what kind of state should be thrived for, if we see all these disfunctions?

Came to your channel through PM videos. But THIS man!!! Hahaha I think I can attest to every single thing you said. HIRING BABIES HAVE COST ME A LOT OF TIME BEFORE SUCCESS OF MY PRODUCT.

@ShreyasDoshiVideos This is a great insight! However, what is your opinion on books like "7 Rules of Power", which explicitly mentions personal brand as one of the most important levers when it comes to career growth, attaining power and getting more opportunities.

ayo i got to knw about this video by clicking on your tweet. good stuff.

Very dangerous definition. If other roles are not doing their job, orchestration will eat you alive. You will find yourselves doing the job of Engineering and Ops.

Great framework. Would be great to develop a guide for a PM org going through a transition from say a PM-Guided to PM-Serviced model because of a change in the leadership and how a High Competence PM, used to having a High Influence, navigates such a transition. That, in my opinion, is the source of a lot of frustration for PMs

Great framework - I can picture where all my previous companies fit into this framework. Thank you!

Apple, always? :)

Insightful definition Shreyas! Can you please give an example for how things look different when a PM operates from a "product success mindset" vs "satisfying customers"?