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For this position [product manager], you need to ensure you hire someone who has proven ability to develop others.

A team should feel empowered, yet accountable for some significant part of the product offering.

…the root cause of all this grief about commitments is when these commitments are made. They are made too early.

It’s a constant struggle between those executives and stakeholders who are trying to run the business and the product team that is understandably reluctant to commit to dates and deliverables.

Leadership inspires and sets the direction, and management helps get us there.

…when using OKRs at scale, there’s a larger burden on leadership and management to ensure that the organization is truly aligned…

Absolutely be sincere, but let people see you’re genuinely excited. Enthusiasm is really contagious.

With larger enterprise companies, it’s never easy to drive substantial change, but this is exactly what strong product managers figure out how to do.

Much of the key to effective product discovery is getting access to our customers without trying to push our quick experiments into production.

…it’s important to acknowledge that getting product teams and companies to apply the new techniques and work differently is often easier said than done.