Besides sharing their own expertise with me and the audience, we try to understand the recipe for their success and do what us project managers do best: break their success down into manageable chunks and see how we can take similar steps.
Event details: Thank you to Product School for the invitation to share this important topic with an active community of learners. The virtual conference platform used Hopin with 4,000+ live viewers at a given time for the sessions (around 20,000 total).
This guideline pops up often inside Automattic via folks like Matt, or me, on internal memos when discussing how best to balance product planning, strategy, and execution. With a bias toward action, we aim to learn more quickly by launching directly to users and customers.
I love this philosophy for product strategy and execution because it puts the right balance on each activity.
Dreams take time and effort to accomplish, and a clear product vision means looking ahead enough to inspire and motivate people to join the mission.
When we don’t know an accurate launch date at the beginning, monthly plans split the work into smaller projects and tasks that’ll bring improvements out to the public quicker. This means we learn faster, measure the immediate impact of a launch, and track usage as close as possible to real-time.
Speed matters in marketing, business, and product development. Sometimes we aren’t confident the current change is the right one, yet shipping before we’re fully confident leads to a smarter set of next changes — informed by the people using the product.
Ship daily, measure weekly, and plan in months to find out what works sooner than later.
Enjoyed this timely and practical organizational leadership guide from McKinsey.
Key elements include priorities, roles, time, and energy.
Deliberate calm: How to steer into the storm. Bounded optimism: How to mix confidence and hope with realism
As human beings, we can practice integrative awareness before, in, and after the moment.
Adapt your personal operating model.
Set your intention.
Regulate your reactions.
Reframe your perspective.
Manage your energy.
Leadership in a crisis like this is an enormous responsibility, yet it can also be seen as a great privilege. Integrative awareness keeps leaders centered in the storm, giving them the focus they need to take care of themselves and the people and organizations they lead.
Grief is inevitable. Unresolved grief doesn’t have to be. To overcome grief, leaders must become consciously aware of the problem; accept the pain of the loss; and take actions to first let go of the past, and then to find new meaning from the experience.
The outward shift described here resonates with me as an action I can take every day. Under my control to break the inner gaze — the running loop of emotions in my mind — with frequent pauses to stop the cycle. Like an athlete would: train, play, rest, and recuperate to replace depleted energy. Same thing, but mentally.
Opening up emotionally allows those who have suffered from unresolved grief to restart the process of bonding with other people. As their focus shifts outward, their internal dialogue shifts from defensive to positive. This brings calm, clarity, gratitude, and even playfulness.
Thought-provoking prompt from McKinsey for anyone feeling overwhelmed, grief-sick, and exhausted: Hidden perils of unresolved grief. Food for thought for leaders and our teammates alike. “Grief can be a creative force that turns loss into inspiration.”
When analyzing my work with teams, projects, and my own contributions I often try to find the bottleneck in the system. What’s blocked? How could we move faster? What’s are the important decisions?
Kathleen Eisenhardt is a professor at Stanford University who dives deep into these questions, and more. Below are two examples that share insights from her work around complex systems, decision making, and how simple rules can make all the difference.
I love this “SOUL-mate decision-making framework” shared by Aman Bhutani, CEO of GoDaddy. How do you know if a current, or new, role fits well?
Something you want to do. Opportunity to help people more than yourself. YoU should bring something special and unique to the role. Learning is key, there has to be something you’re learning in the role.
During this crisis and in the days, years, and weeks that will follow, the world needs your leadership too,” Pelosi said to the graduates. “Our goal as leaders is to shorten the distance between the inconceivable to some, but inevitable to us … Because Smithies are relentless and persistent, I’m confident in your ability to do so,” she continued.
“The first step is to tone down the prophecies of doom, and switch from panic mode to bewilderment. Panic is a form of hubris. It comes from the smug feeling that I know exactly where the world is heading — down. Bewilderment is more humble, and therefore more clear-sighted. If you feel like running down the street crying ‘The apocalypse is upon us!’, try telling yourself ‘No, it’s not that. Truth is, I just don’t understand what’s going on in the world.”
Yuval Noah Harari in 21 Lessons for the 21st Century.