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What you could learn from 'Drive' by Daniel Pink (2009, 208 pages)
What you could learn from ‘Drive’ by Daniel Pink (2009, 208 pages)
You can buy ‘Drive’ here on Amazon UK (all proceeds go to site upkeep and any extra go to veteran charities).
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Leadership hack 026 - the three stages of mastery
Leadership hack 026 – the three stages of mastery
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How to scale product teams
How to scale product teams
One of the most contentious discussions I have with founders, CEOs and CPOs is how to structure product teams when a company grows. While I think this is important, I think it misses the wider point.
Four things break when you get bigger, People, Process, Technology and Culture. Each of these will break at different stages. While the structure is potentially one of the solutions, there are…
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What you could learn from 'Drive' by Daniel Pink (2011, 256 pages)
What you could learn from ‘Drive’ by Daniel Pink (2011, 256 pages)
Why do people dedicate their lives to work?
Autonomy
Mastery
Purpose
You can buy Drive here on Amazon UK (all proceeds go to site upkeep, with any extra going to veteran charities).
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Leadership hack 025 - quantative data tells you what, qualitative tells you why
Leadership hack 025 – quantative data tells you what, qualitative tells you why
We now live in an age where the problem is we have too much information rather than too little. Modern digital products have very little limits in what data you can collect. Here are a few examples:
Where a user’s cursor is and how quickly it moves around the screen
How quickly a user enters their data, how many mistakes they make and where they make them
With limited personal data (dob and…
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Leadership hack 024 - balancing discovery and delivery
Leadership hack 024 – balancing discovery and delivery
“Improving daily work is even more important than doing daily work”
Gene Kim
It is very, very easy to focus relentlessly on what you are trying to accomplish. Time and resource constraints conspire you to throw everything at getting the task done, the product shipped or the problem fixed.
Attack the constraints. A constraint is typically one person who wears multiple “expert” hats and through…
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What you could learn from 'Agile at Scale' this months HBR (May/Jun 18)
What you could learn from ‘Agile at Scale’ this months HBR (May/Jun 18)
This month Harvard Business Review (May/Jun 28) contains some great articles.
Managers can’t be great coaches by themselves
Coaching is an essential part of employees personal and professional development. Interestingly, the authors found little correlation between time spent coaching and employee performance
The researchers found four types of a manager (see below), with ‘connectors’ being the…
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Leadership hack 023 – setting team norms
Leadership hack 023 – setting team norms
Consistency has been shown again and again to be an important facet of leadership (see Google’s Project Oxygen and the CEO Next Door).
Agreeing on a set of team norms can have several potential advantages:
Consistency
aa
Here are some norms my teams have created in the past:
The customer is always right, everyone else brings data
Be prepared. Bew prepared for meetings, be prepared for
Howev…
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What leaders can learn from Google's Project Oxygen
What leaders can learn from Google’s Project Oxygen
Google ran an experiment to prove that managers are unhelpful. What they found was the opposite – that managers are helpful.
Google established the 10 Oxygen behaviours of Google’s best managers (behaviours 3 and 6 have been updated and behaviours 9 and 10 are new):
Is a good coach
Empowers team and does not micromanage
Creates an inclusive team environment, showing concern for success and…
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Leadership hack 022 - teams change over time
Leadership hack 022 – teams change over time
High performing teams are very rare and take a huge amount of investment.
As a leader, it is very difficult to understand how your team (or teams) are performing. While you can use metrics and OKRs these are relative (to other teams or to the post) and do not give you an indication of the true potential of your team.
One
being explicit that teams go through a cycle is helpful. I draw the…
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Leadership hack 021 - getting out of the comfort zone
Leadership hack 021 – getting out of the comfort zone
Encouraging your team to adopt a ‘growth mindset‘ will benefit you, your team and your bottom line (see HBR article here). When Satya Nadella took over as Microsoft’s CEO spent considerable time and energy encouraging those around him to adopt a growth mindset (see this HBR article), and while he has also made some great strategic decisions (e.g., Azure, reducing Windows’ importance and AI),…
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From the military, into Product, part 3
From the military, into Product, part 3
Brutal feedback is how you grow
In the Army, I was stationed in Germany for four years. I loved my time there, the country is lovely, the people are friendly, and everything works. Being stationed in Germany was very different from my previous postings in the UK. In the UK, everyone heads home early on Friday, many people weekly commute, and many headed off to meet friends and family, or to do…
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From the military, into Product, part 2
From the military, into Product, part 2
No one is going to die in product
In several companies I have worked in, I have been responsible for managing the companies response to emergencies and incidents. My time in the army was exceptional preparation. During one of my operational tours in Afghanistan, I was working within the Royal Marines, part of my role was to cover occasionally as a ‘Battle Captain’. You would like to think it…
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From the military, into Product
From the military, into Product
I spent nearly 11 years in the British Military. I started in Bomb Disposal and ended my service working on strategy in NATO. I made a huge amount of mistakes and learnt a great deal.
Among the many lessons I learnt, three things have stuck with me over my time in Product.
Servant leadership is not sacrificial leadership
No one is going to die in Product (for the most part)
Brutal…
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What you could learn 'Escaping the Build Trap' by Melissa Perri (2018, 168 pages)
What you could learn ‘Escaping the Build Trap’ by Melissa Perri (2018, 168 pages)
Nobody ever won a race by running the fastest in the wrong direction.
This is one of my favourite mantras that I return to often. When I take on a new role or position, or build a new product – taking some time to observe and orientate before I acted has always enabled me to be more effective.
In Escaping the Build, Melissa argues that Product leaders forus on the outcomes, that is the…
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What you could learn from 'A Rulebook for Arguments' (2017, 85 pages)
What you could learn from ‘A Rulebook for Arguments’ (2017, 85 pages)
Good discussion and argument, like everything else, requires training and practice.
Resolve premise and conclusion – separate your argument (premise) from conclusion
Unfold your ideas in a natural order – play around with the order of your argument until it feel right
Start from reliable premises – open your argument with agreed facts
Be concrete and concise – fewer word is less confusion, and…
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What you could learn from 'Kafka The Definitive Guide' (2017, 280 pages)
What you could learn from ‘Kafka The Definitive Guide’ (2017, 280 pages)
While the shift from monolithic architecture to micro-services is now very well know (even legacy enterprise companies have begun their transition), the lesser well know, but potential more significant is the transition from request-response communication to pub-sub.
Request-response, broadly (simplified) works like this:
Max is thirsty and hungry and sends two requests to two different…
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