 |
Be realistic about your chances, and do what feels right to you and your team.
|
206 |
 |
Forcing management to be the only way up will cost you talent in places you need it, and worse, install the wrong people in those roles, harming everyone on the team.
|
218 |
 |
Ironically enough, vulnerability, when exposed openly, has vastly more positive effects on a team.
|
223 |
 |
…[research] concluded that empathy between team members and a group norm of emotional support was the best, most consistent predictor of a team’s success.
|
224 |
 |
Vulnerability and transparency in sharing our conflicts and concerns… yields high-functioning, highly successful teams.
|
232 |
 |
…empowered product teams [are] designed to serve your customers, in ways that work for your business.
|
008 |
 |
Strong, cross-functional, empowered product teams composed of product managers, product designers, and engineers—working together to solve customer problems in ways that your customers love yet work for your business—is the essential core concept of the product model.
|
008 |
|
Without direct, unencumbered access to actual users and customers, the product team has little hope of any kind of success.
|
010 |
|
Coming up with an effective team topology is one of the most difficult, but most important, responsibilities for product leaders, especially at scale.
|
013 |
|
The litmus test for empowerment is that the product team is able to decide the best way to solve the problems they have been assigned (their team objectives).
|
013 |
