 |
Time is the scarcest resource, and unless it is managed, nothing else can be managed.
|
1311 |
 |
…the line between being great at the work yourself and being a great manager of the people doing that work is largely disconnected.
|
211 |
 |
…people management and IC [individual contributor] work are two fundamentally different things whose overlap is neither obvious nor consistent.
|
212 |
 |
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 |
 |
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 |
 |
…direct access to data is fundamental to the product model. Without direct access to the data, the product manager is flying blind.
|
010 |
 |
It is the single most important responsibility of every people manager to develop the skills of their people.
|
013 |
 |
…until you realize that it’s not your manager who controls how you spend your days and weeks at work… you will continue to be a victim of someone else’s circumstances.
|
208 |
 |
No matter how much your manager may like you, what you likes even more is getting things done.
|
215 |
 |
…it’s hard for most managers to even see the flow of value and, therefore, to grasp the value of flow.
|
052 |
