Leading the work
Setting direction, staying on the big lines, and judging the work by what shipped.
Hold the course when the loudest customer asks for a detourYour biggest customer asks for something nobody else needs, and a quiet yes can turn the product. How to listen, keep what is true in the request and still hold the course.
Judge the quarter by what shippedCounting what was started shows motion. Counting what reached customers shows progress. Three questions for the end of a quarter, and why the harvest is the honest measure.
The one-page brief: handing on a direction, not the detailsWhat a good one-page brief for a product direction holds, what it leaves out, and why a single page is enough for someone else to carry the direction well.
Saying no to the details: keeping the big lines in viewWhich decisions a product leader should keep, which details they can hand on, and why a short list of directions serves a product better than a long backlog.- What "done" means when you set directionA task closed is not a result delivered. How a leader can define done in terms of what changes for the customer, and why it makes every handoff easier.
- Lift your eyes: what a product leader should stop doingThe details a CTO or VP keeps carrying are rarely the ones only they can carry. A short argument for putting some of them down.
Lift your eyes and let us carry the rest.
Talk to us and see what carrying your product forward looks like.
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