Coaching, staffing, strategy and structure, for people who lead product teams rather than products.
Moving from running a product to running the people who run products changes what the job rewards. These cover the shift itself, then the two duties that take most of the time, being growing people and setting a strategy clear enough that teams can act without asking.
The most direct treatment of the product leader's two jobs, being coaching and staffing, with a competency model you can use in a one to one this week.
The honest first management book, covering the early mistakes and the mechanics of feedback, hiring and meetings.
The feedback framework, plus the manager practices around career conversations and running a team's debate and decide cycle.
Organisational design as a systems problem, in short standalone essays you can read when the specific problem lands.
Four team types and three interaction modes, and the argument that team boundaries determine the architecture you end up with.
For leaders changing an existing organisation rather than building a new one, including the objections each change meets.
How the role differs across startup, growth and enterprise stages, drawn from interviews with a wide set of product leaders.
The decisions with no good answer. Free of formula, and useful for the honesty about what leadership actually involves.
Amazon's mechanisms, including single threaded leadership and input metrics, described concretely enough to borrow.