Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Fadell's book draws on the iPod, iPhone and Nest, organised as short chapters of advice covering an individual career, building a team, building a product, building a business, and being a chief executive.
Bavaro wrote this as the sequel to Cracking the PM Interview, and where that book was about getting hired this one is about the job and the ladder above it.
McDowell and Bavaro cover the product management job search end to end. The first half covers the role at different companies, resumes, cover letters and how the process actually runs at the large technology firms.
Lin's interview preparation book, built around named frameworks for the common question types. CIRCLES for product design, DIGS for behavioural questions, AARM for metrics, and structures for estimation and strategy questions.
Newport defines deep work as cognitively demanding activity performed without distraction, and argues it is becoming both rarer and more valuable at the same time.
Allen's system for keeping commitments out of your head and in a set of lists you trust. The workflow moves through capturing everything that has your attention, clarifying what each item actually is, organising the results into …
Cohen and Bradford model influence as exchange, arguing that you obtain cooperation by trading things the other person values rather than by holding power over them.
Abbajay treats the relationship with your manager as something you are responsible for shaping rather than something you simply receive. The first part is about diagnosing your boss across styles covering how they take in …
LeMay writes about the daily reality of the job rather than the idealised version. Covers the CORE skills of communication, organisation, research and execution, working with stakeholders and executives, the difference between the …
Three product managers from Google, Facebook and Microsoft set out the seven bodies of knowledge they argue a product manager is expected to have. The seven are product design, economics, psychology, user experience, data science, law and policy, then marketing and growth.
A plain language guide to the technology behind software products, written for people who need to hold their end of a conversation with engineers. Covers how the internet works, software development, operating systems, databases, hardware, security and business models.
Watkins wrote a transition framework for anyone moving into a new role, whether promoted, hired or moved sideways. The core chapters cover accelerating your learning, matching your approach to the situation using the STARS model …
Horowitz writes about the decisions that have no good answer, drawing on running Loudcloud and Opsware through near failure. Covers layoffs, demoting or firing a friend, the difference between peacetime and wartime leadership …
Sandy covers the career arc of the role alongside the craft. Works through discovering opportunity, defining and prioritising, delivering, and then the influence skills of communication, negotiation and stakeholder management that determine whether any of it lands.
Zhuo's account of moving into management, written from her time leading design at Facebook. Covers the first three months, giving feedback, managing yourself, running meetings that are worth attending, hiring, and the shift from doing the work to multiplying it.