Writing on product work that we keep coming back to, gathered from across the internet.
Every title opens the original on the publisher’s own site. We point at this writing and credit the people who wrote it. We do not host it.
Names three kinds of work that feel productive without being valuable, then points at where the leverage actually sits. Written for senior engineers, and it reads just as well for a product manager holding more requests than hours.
Answers the practical questions a team hits when it sits down to write a vision, including how many years out to aim and who owns the drafting. The nine factors Cagan wants considered in a vision workshop make a usable agenda on their own.
Majors argues that moving between building and managing every few years produces stronger technical leaders than choosing a lane and staying in it. Her point that management is a lateral move rather than a promotion is worth sitting with before you accept one.
Separates where a product is going from how the company plans to get there. Worth twenty minutes before a planning cycle, because teams that merge the two end up with a vision made of delivery dates.
What changes structurally when a company moves from project delivery to empowered product teams.
Molly Graham on why growth means handing the part of your job you enjoy most to someone new, and how to do that without feeling robbed. The Lego metaphor gives a team a shared phrase for a transition that is otherwise awkward to raise.
Three kinds of one to one conversation, and how to work out which one you are in before you start solving anything. Lopp's rule that the weekly meeting belongs to the other person is the fix for most one to ones that have gone flat.