Finding brilliance in the obvious and humor in the dumb.
we have to acknowledge that our ideas are grounded in paradigms we know. this creates lacunae, or areas of unknown.
if we fix ourselves to a destination, and ignore signs along the way, we might get somewhere, but it may be the wrong place.
if we set our sights on problems, not solutions, we remain flexible and able to take in new information at every step.
This is why I promote the mindset of Experiment Pairing during the validation phase of Product Discovery. Because, as some of you probably know, users tend to lie about your product subconsciously. At the same time, quantitative metrics only tell you what people are doing, but not why.
Tim Herbig, herbig.co
– Kate Hopkins in “How to Spot a Partial Product Manager”
a great product manager understands customer feedback first and foremost. But an exceptional PM knows how to contextualize that customer need within the broader company vision and strategy, and then decide whether or not to implement what the customer is asking for.
– Andy Johns, from “What Makes for a Good Product Manager“
Engineering work is novel and intrinsically requires human judgment. It produces a permanent improvement in your service, and is guided by a strategy. It is frequently creative and innovative, taking a design-driven approach to solving a problem—the more generalized, the better. Engineering work helps your team or the SRE organization handle a larger service, or more services, with the same level of staffing.
Eliminating Toil, from Google’s SRE blog
Deciding how important a decision is, is the most important decision you can make.
Brandon Chu, in Making Good Decisions as a Product Manager
Design is an opinion on how others should experience the world.
