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3 Critical Skills Preventing You From Becoming a Great Product Manager

280 Group

We often hear the old adage, “forget your weaknesses, play to your strengths!” Since every product manager is different, we encourage you to take the assessment here to identify your own strengths and weaknesses and to start thinking strategically about your career. when talking about the fastest way to get ahead in your career.

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How Zapier supports 3 million users by investing in customer outcomes

Intercom, Inc.

If you can maximize your team’s productivity, you can help more customers at lower costs. And it makes sense: in order to be around to support your customers well into the future, you need a solid foundation for scale. . In her own words , “When you take care of your customers, the revenue comes.”

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User Research: What Is It and How to Do It in SaaS

Userpilot

Looking for the best ways to conduct user research and gather actionable insights? Whether you’re building a product from scratch, updating something on your platform, or just want to listen to users and create better experiences , this article provides the guide you need. We covered: The benefits of proper user research.

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Tips for Becoming a Head of Product

Roman Pichler

Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. Another key aspect to support the people on your team succeed is to create the right environment for people to succeed. For some people, that’s straightforward.

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8 Tips for Collaborating with Development Teams

Roman Pichler

Manage the Product, not the Team. Focus on your job as the product manager or product owner, and manage the product, not the team. But let the ScrumMaster or coach tackle people, process, and organisational issues; let the development team figure out what needs to be done to implement the user stories and other product backlog items.

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Five Product Owner Myths Busted

Roman Pichler

But the value a product creates is ultimately determined by its users: No product will be successful in the long run if it does not solve a specific user problem, create a tangible benefit, or help the users achieve a specific goal. Myth #3: The product owner is responsible for the team performance.

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Embracing Conflict is Product Management

Ronke PM

These leaders understand that bringing effective products, solutions, and services to market requires consensus building and engaging cross-functional teams in the journey. After all, the partner teams build products, not the product manager alone. We just execute differently, and sometimes we have a bad day or week.